Connecticut Department of Social Services. State of Connecticut Balancing Incentive Payment Project

Transcription

1 Connecticut Department of Social Services State of Connecticut Balancing Incentive Payment Project October 31, 2012

2 STATE OF CONNECTICUT BALANCING INCENTIVE PAYMENT PROJECT Table of Contents Cover Letter... 1 Project Abstract... 2 Preliminary Work Plan... 3 Required Letters of Endorsement... 7 Application Narrative a. Understanding of Balancing Incentive Program Objectives b. Current System s Strengths and Challenges c. NWD/SEP Agency Partners and Roles d. NWD/SEP Person Flow e. NWD/SEP Data Flow f. Potential Automation of Initial Assessment g. Potential Automation of the Core Standardized Assessment h. Incorporation of a CSA in the Eligibility Determination Process i. Staff Qualifications and Training j. Location of SEP Agencies k. Outreach and Advertising l. Funding Plan m. Challenges Proposed Budget Appendix A... 47

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4 Connecticut BIP Application Project Abstract The State of Connecticut s Department of Social Services, Division of Health Services (DHS), with the Legislative and stakeholder support, seeks approval for application to the Centers for Medicare and Medicaid Services for participation in the Balancing Incentive Payment Program (BIP). The $72,780,505 enhanced federal medical assistance received will be used to expand community long-term services and supports (LTSS) and develop infrastructure necessary to support uniform access and a more streamlined process for persons seeking community LTSS. Ultimately, the goal of Connecticut s BIP project is to remove policy, procedure and access barriers that prevent persons from receiving equitable community LTSS and that lead to unnecessary institutionalization. Strategies that the State of Connecticut will explore to ensure the success of this project include, but are not limited to: 1. Development and implementation of a SEP/NWD/ADRC with physical access within each of Connecticut s 169 towns; 2. Coordination and implementation of a toll free call in number; 3. Development and implementation of a SEP/NWD/ADRC web based portal in coordination with the Health Insurance Exchange and the DHS ConneCT; 4. Coordination and implementation of a comprehensive resource base that includes services at a local level in coordination with other ACA initiatives; 5. Design and implementation of an expedited process for granting long-term care Medicaid; 6. Design and development of a web based level 1 comprehensive assessment; 7. Design and development of a standard, web based level 2 comprehensive assessment with data integrated within the DHS data warehouse; 8. Development and implementation of a web based My Accounts within ConneCT that will support persons applying for and receiving services from DSS by providing electronic access to both financial and functional documents and status updates; 9. Design and implementation of conflict free case management These strategies are already integrated into Connecticut s overarching Strategic Rebalancing Plan. Connecticut is committed to full implementation of the plan and to removing any barriers that prevent Medicaid participants from having a choice to receive services in the community. Supply and demand projections for LTSS at a town level have just been completed. With an understanding of what needs to be done to build the necessary supply of services, Connecticut stands ready to lead change with the necessary passion and energy. Page 2

5 Connecticut BIP Application Preliminary Work Plan Over time this Balancing Incentive Program work plan will become more detailed and firm target dates will be developed. Category Major Objective/Interim Tasks Due Date (from Work Plan submission)* General NWD/SEP Structure NWD/SEP Lead Person Status of Task Deliverables All individuals receive standardized information and experience the same eligibility determination and enrollment processes Develop standardized informational materials that 6/30/13 Dawn Lambert In Informational materials No Wrong Door/Single Entry Points (NWD/SEPs) Progress provide to individuals Train all participating staff on eligibility 6/30/14 Dawn Lambert Not Training agenda and schedule determination and enrollment processes Started A single eligibility coordinator, case management system, or otherwise coordinated process guides the individual through the entire functional financial eligibility determination process. Functional and financial assessment data or results are accessible to NWD/SEP staff so that eligibility determination and access to services can occur in a timely fashion. (The timing below corresponds to a system with an automated Level 1 screen, automated Level 2 assessment and an automated case management system. NWD/SEP systems based on paper process should require less time.) Design system (initial overview) 6/30/13 Dawn Lambert In Description of the system Progress Design system (final detailed design) 12/31/13 Karen Law Not Started Detailed technical specifications of system Select vendor (if automated) 3/31/14 Dawn Lambert Not Vendor name and qualifications Started Implement and test system 12/31/14 Karen Law Not Description of pilot roll-out Started System goes live 6/30/15 Dawn Lambert Not Memo indicating system is fully Started operational System updates Semiannual after 6/30/15 Karen Law Not Started Description of successes and challenges State has a network of NWD/SEPs and an Operating Agency; the Medicaid Agency is the Oversight Agency Identify the Operating Agency 10/31/12 Dawn Lambert In Name of Operating Agency Progress Identify the NWD/SEPs 3/31/13 Karen Law In List of NWD/SEP entities and Progress locations Develop and implement Memorandum 9/30/13 Karen Law Not Signed MOU of Understanding (MOU) across agencies Started NWD/SEPs have access points where individualscan inquire about community LTSS and receive comprehensive information, eligibility determinations, community LTSS program optionscounseling, and enrollment assistance. Identify service shed coverage of all NWD/SEPs 6/30/13 Dawn Lambert In Progress Ensure NWD/SEPS are accessible to older adults 12/31/13 Dawn Lambert In and individuals with disabilities Progress Percentage of State population covered by NWD/SEPS Description of NWD/SEP features that promote accessibility Page 3

6 Connecticut BIP Application Category Major Objective/Interim Tasks Due Date (from Work Plan submission)* Website Lead Person Status of Task Deliverables The NWD/SEP system includes an informative community LTSS website; Website lists number for NWD/SEP system. Identify or develop URL 6/30/13 Karen Law In URL Progress Develop and incorporate content 9/30/13 Karen Law Not Started Incorporate the Level I screen (recommended, not required) 9/30/14 Karen Law Not Started Working URL with content completed; screen shots of main pages Screen shots of Level I screen and instructions for completion Number Advertising CSA/CDS Single number where individuals can receive information about community LTSS options in the State, request additional information, and schedule appointments at local NWD/SEPS for assessments. 12/31/13 Dawn Lambert Not 9/30/13 Dawn Lambert In Phone number Contract number service Started 12/31/13 Dawn Lambert Not Training materials Train staff on answering phones, providing information and conducting the Level I screen. Started State advertises the NWD/SEP system to help establish it as the go to system for community LTSS Advertising Plan Develop advertising plan Progress Implement advertising plan 12/31/13 Dawn Lambert Not Materials associated with Started advertising plan A Core Standardized Assessment (CSA), which supports the purposes of determining eligibility, identifying support needs and informing service planning, is used across the State and across a given population. The assessment is completed in person, with the assistance of a qualified professional. The CSA must capture the CDS (required domains and topics). Develop questions for the Level I screen 9/30/13 Karen Law Not Level I screening questions Started Fill out CDS crosswalk (see Appendix H) to determine if your State s current assessments include required domains and topics Incorporate additional domains and topics if necessary (stakeholder involvement is highly recommended) Train staff members at NWD/SEPs to coordinate the CSA 3/31/13 Karen Law Not Started 9/30/13 Dawn Lambert Not Started 3/31/14 Dawn Lambert Not Started Identify qualified personnel to conduct the CSA 3/31/14 Dawn Lambert Not Started Continual updates Semiannually after Karen Law Not 3/31/14 Started Completed crosswalk(s) Final Level II assessment (s); notes from meetings involving stakeholder input Training materials List of entities contracted to conduct the various components of the CSA Description of success and challenges Page 4

7 Connecticut BIP Application Category Major Objective/Interim Tasks Due Date (from Work Plan submission)* Conflict-Free Case Management Data Collection and Reporting Sustainability Lead Person Status of Task Deliverables States must establish conflict of interest standards for the Level I screen, the Level II assessment and plan of care processes. An individual s plan of care must be created independently from the availability of funding to provide services. 3/31/13 Dawn Lambert In Description of pros and cons of case Describe current case management system, including conflict-free policies and areas of potential conflict. progress management system. Establish protocol for removing conflict of interest 12/31/13 Dawn Lambert Not Started States must report service, outcome, and quality measure data to CMS in an accurate and timely manner. Identify data collection protocol for service data 6/30/13 Dawn Lambert Not Started Identify data collection protocol for quality data 6/30/13 Dawn Lambert Not Started Identify data collection protocol for outcome measures Report updates to data collection protocol and instances of service data collection Report updates to data collection protocol and instances of quality data collection Report updates to data collection protocol and instances of outcome measures collection 6/30/13 Dawn Lambert Not Started Semiannually after 6/30/13 Semiannually after 6/30/13 Semiannually after 6/30/13 Karen Law Karen Law Karen Law Not Started Not Started Not Started Protocol; if conflict cannot be removed entirely explain why and describe mitigation strategies Measures, data collection instruments, and data collection protocol Measures, data collection instruments, and data collection protocol Measures, data collection instruments, and data collection protocol Document describing when data was collected during previous 6-month period and updates to protocol Document describing when data was collected during previous 6-month period and updates to protocol Document describing when data was collected during previous 6-month period and updates to protocol States should identify funding sources that will allow them to build and maintain the required structural changes Identify funding sources to implement the 6/30/13 Dawn Lambert In Description of funding sources structural changes Progress Develop sustainability plan 6/30/14 Dawn Lambert Not Started Estimated annual budget to maintain the structural changes and funding sources Page 5

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24 Connecticut BIP Application Application Narrative a. Understanding of Balancing Incentive Program Objectives: The State has demonstrated an understanding of and a commitment to the goals of the Balancing Incentive Program, and the concepts of a true NWD/SEP system for LTSS The State of Connecticut has been actively advancing the objectives of the Balancing Incentive Program since 1998 when the Long-Term Care (LTC) Planning Committee was authorized by the legislature. The LTC Planning Committee was established for the purpose of exchanging information on long-term care issues, coordinating policy development and establishing a long-term care plan for all persons in need of long-term care. Policy development and the plan were required to assure that persons who need long-term services and supports had the choice to receive services and supports in the least restrictive environment appropriate. The LTC Planning Committee provides a forum for key legislators and Executive Branch agencies including the Department of Social Services (lead Medicaid agency), the Department of Public Health, the Department of Economic and Community Development, the Department of Transportation, the Department of Developmental Services, the Department of Mental Health and Addiction Services, the Office of Policy and Development, and others to collaborate and to coordinate LTC initiatives across the State. The LTC Planning Committee was created with an advocacy advisory committee chaired by the Commission on Aging. At the recommendation of the advisory committee, the LTC Planning Committee established the vision for the State s ongoing long term service and support (LTSS) initiatives as well as the rebalancing benchmark of 75% of all Medicaid LTSS participants receiving services in the community by 2025, an ambitious goal given that only 46% of LTSS participants were receiving services in the community in The vision recommended by the Advisory Committee and established by the LTC Planning Committee states: Connecticut residents have access to a full range of high-quality LTSS that maximize autonomy, choice and dignity. This vision has guided all LTSS development and continues to guide the State s Balancing Incentive Program. In 1999, just one year after the creation of the State s LTC Planning Committee, the Supreme Court ruled on the Olmstead v. L.C. case. As a result, Connecticut s Olmstead Task force was created in 2000 to develop the State s Olmstead Plan. Multiple meetings were convened during 2000 gathering a diverse group of stakeholders across disability, age and the Executive Branch. During the same time period, the Council on Developmental Disabilities funded the creation of the Olmstead Coalition. The Olmstead Coalition hosted a series of forums which brought national experts to the State and supported a dialogue between the national experts, the Coalition and Executive Branch officials. The Olmstead Plan was still under development when the Federal Government announced the Real Choice Systems Change Grants requests for proposals in With many stakeholders already involved, the State was in a high degree of readiness for submitting proposals that reflected stakeholder input. In October 2001, the first Real Page 22

25 Connecticut BIP Application Choice Systems Change grant was awarded: the Nursing Home Transition Grant. Over the next few years, several other grants were awarded including the Real Choice Systems Change Grant, the C-PASS grant, the Quality Improvement Grant as well as Aging and Disability Resource Center Grants. Key members of the Olmstead Task Force and the Olmstead Coalition formed the steering committee for the Nursing Facility Transition Grant in Meanwhile, the Olmstead Task Force completed the Olmstead Plan, Choices are for Everyone, which was formally submitted and approved in The Nursing Facility Transition Grant, unable to meet its goal of 50 persons transitioned from institutions per year due to challenges in securing affordable, accessible housing, raised awareness within the State of the importance of developing a housing plus supports model and in 2002 Connecticut became the first State to establish a preference within the State s Housing Authority Section 8 program for persons transitioning from nursing homes. While the Olmstead Plan had a focus on persons with disabilities, it was clear to the State that it had a great deal in common with the LTC Plan which to date, had more of a focus on elders. After adoption of the Olmstead Plan, it was determined that the State should have one plan moving forward and that the LTC Planning Committee should be expanded and focus on LTSS based on need rather than age or diagnosis. In 2004, the State submitted to the legislature the first combined LTC Plan. An additional key decision was made during 2004; the legislature approved the continuation of the Nursing Facility Transition Grant as a state program and continued to fund the former grant with State general revenue. The steering committee which was a grant requirement and dated back to the Olmstead Coalition and the Olmstead Task force in 2000, continued to meet and provide guidance to the Nursing Facility Transition state program. In partnership with the Steering Committee, the State applied for and received funding for the Money Follows the Person Rebalancing Demonstration in January of 2007, the same year that the LTC Planning Committee received the University of Connecticut, Center on Aging Needs Assessment for LTSS. With a focus on rebalancing Medicaid LTC including but not limited to transitioning Medicaid LTSS participants from qualified institutions, the operational protocol development took over 18 months. The MFP Steering Committee continued to play a key advisory role during the development of the MFP Protocol as they do to date, meeting monthly for over 12 years. The demonstration began in December 2008 and included the state s commitment to a viable housing plus supports model by funding housing subsidies for anyone who otherwise qualified and who was transitioning under the demonstration. At that time, Connecticut anticipated the transition of 700 people from institutions to the community over a 5 year period. By December 2009, one year after the announcement, Connecticut had increased its projected number of transitions from 700 to 890; within another 6 months, Connecticut was demonstrating positive outcomes on all benchmarks. On June 28, 2010, Connecticut submitted its first request for 100% administrative MFP funds requesting support for existing central office staff at the Department of Social Services and the establishment of 8 new positions. The most notable change funded by Page 23

26 Connecticut BIP Application this request was the co-location of financial eligibility determination for Medicaid with eligibility for community services, supporting Connecticut s vision of streamlined access for long-term care. While the decade beginning in 2000 and ending in 2010 demonstrated both commitment to and advancement of the objectives of the Balancing Incentive Program (BIP), the past 30 months have demonstrated unprecedented change within the State. During the period from , the state worked to address service gaps within the waiver system. A Mental Health Waiver was created and implemented and the DDS Comprehensive and Independent Family and Support waivers became the first waivers in the United States to have individual budgets as the underlying financial framework. In addition, the State initiated the first Aging and Disability Resource Center (ADRC). More specifically over the past 30 months, service gaps have been addressed and policy amended to increase choice for where persons requiring LTSS receive their services. More specifically: 1. The mental health waiver was amended to add 3 new services and create a less restrictive eligibility criteria; 2. Personal Care Assistance, assistive technology and adult family living were approved as new services under the elder waiver; 3. Adult family living and Independent Support Broker were approved as new services under the Personal Care Assistance Waiver; 4. The Medical Practice Act was amended to support nurse delegation of medication; 5. $30 million was appropriated to develop additional Supportive Housing increasing the number of units to over 4000; 6. $12 million dollars was appropriated to support the development of new congregate housing for elders; 7. Funding was appropriated by the legislature to create and implement a Core Standardized Assessment (CSA); 8. An informed choice nursing home closure protocol was developed and implemented in the closure of 8 nursing homes; 9. The first statewide conference on informed risk was held; 10. An application for implementation funding under the State Demonstrations to Integrate Care for Dually Eligible Individuals including long-term supports and services was developed and submitted to Centers for Medicare Innovation; 11. Administrative Services Organization was implemented to administer the State s Medicaid health coverage including intensive care management to support individuals in accessing primary preventative care, effective management of chronic conditions, and to assist with transitions between settings; 12. Additional Federal funding for Aging and Disability Resource Centers was awarded resulting in Statewide ADRC coverage; 13. Two Community Transition grants were awarded funding transitions in care at a local level and giving the State the opportunity to explore best practices; 14. Authorized by the legislature, a Strategic Rebalancing Plan was developed, funded and implemented in State Fiscal Year (SFY 13) to guide strategies, tactics Page 24

27 Connecticut BIP Application and metrics. A data map was developed as part of the strategic plan detailing existing and projected supply and demand for institutional and community LTSS at a town level; Strategic Initiatives are demonstrating progress as reflected in the following metrics: people are being discharged from hospitals to the community rather than institutions - a 1% shift in percentage discharges to community for those who need LTSS; people are transitioning to the community from qualified institutions and the State is on track to transition 850 persons per year; 3. The nursing home census is decreasing almost 1% every 6 weeks or 1500 people per year. As previously discussed, the past 12 years have demonstrated significant progress towards the objectives of the BIP. Rebalancing goals were established by the LTC Planning Committee as early as 2003 and have been monitored annually ever since that date. The MFP Steering Committee, a key group of stakeholders including persons with disabilities, Executive Branch officials, elders, providers and others who have helped guide the process since 2000 when the Olmstead Task force was first created. The State recognizes the importance of a NWD/SEP as described in University of Connecticut s Long-Term Care Needs assessment completed in The report highlighted lack of knowledge about services as the second leading obstacle to persons receiving community based LTSS. The State has implemented several initiatives to address the barrier. Most notably in 2007, the State received the first grant to fund the development of ADRCs advancing the State s concept of a NWD/SEP. As referenced in the attached workplan, objectives of the BIP will advance as an integral part of the State s health care reform. The State is committed to a large systemic effort resulting in a web based single point of entry, equal access, standard assessments, and conflict free case management. All BIP partners are committed to expanding the current information and referral system into a system with town based local walk-in centers, web based access and a coordinated toll free call in center. b. Current System s Strengths and Challenges: The State has provided a description of the existing LTSS information and referral, eligibility determination, and case management processes in the State. The State s primary strength is its progress towards building an integrated data system for the delivery of healthcare, including Medicaid long-term services and supports. The system will coordinate affordable Care Act (ACA) initiatives including the BIP, the Health insurance Exchange, the new eligibility management system, and the modernization of eligibility operations. All systems are in advanced stages of preparation with many Advanced Planning Documents submitted and plans for implementation prior Page 25

28 Connecticut BIP Application to December The envisioned system is supported by a high level of automation where forms and submissions are web based, referrals are electronic, eligibility and service information including status is stored in an electronic My account and data is shared electronically, with appropriate precautions, across departments. In addition, the State is in the final stages of updating its data warehouse. The warehouse revisions were designed with multiple users in mind, including LTSS users, and will support enhanced data collection, storing and reporting on Medicaid participants receiving LTSS. The primary challenge of the current system is the extraordinary demands placed on the state agency partners to implement concurrent health reform initiatives. Additional strengths and challenges are as follows: Information and Referral ADRC - Independent Living Centers, Area Agencies on Aging, Connecticut Community Care Incorporated provide walk in access on a regional basis and a tollfree call in center The State has maximized coordination between the federally funded LTSS information and referral entities, specifically the Independent Living Centers and the Areas Agencies on Aging. In addition, the State has coordinated information and referral with Connecticut Community Care, the largest case management entity in Connecticut, as well as the State CHOICES program, the federally funded Connecticut State Health Information Program. Cross training and opportunities to build relationships as a result of both the Money Follows the Person Demonstration and the Aging Disability Resource Center grants have maximized capacity and led to greater understanding of aging and disability related cultures. In addition, all three entities provide information beyond Medicaid LTSS. Their strengths collectively lie in their relationships to and understanding of local supports and services and ability to connect people to supports that Medicaid does not provide such as self-advocacy, housing, legal services, etc. They also have a toll free call center with warm transfers between entities to assure that people receive the information that they need when they need it. Town based entities provide walk in access at a local level Other town based entities such as town social work agencies, senior centers, schools, and non-profits also have capacity and provide information and referral. Many have websites that include local resources. Page 26

29 Connecticut BIP Application Department of Rehabilitation Services (DORS) DORS operates Connect-ability, the single point of entry for persons with disabilities seeking employment. Connect-ability offers a web based option for information as well as a toll free call in center. It also provides benefits counseling for persons with disabilities who have questions about how employment will affect their benefits. Department of Developmental Services provides access to a central call center The DDS help line handles X calls per day from persons either served by the DDS system or who are applying for services from DDS. Case managers offer information and referral and also offer assistance with navigating the DDS system The State s system supports a toll free call center and a website with information regarding supports and services funded by the State. The searchable website is updated annually to assure that program information is reliable. Long-Term Care Website Maintained by the State s Commission on Aging, the Long-Term Care website links to the site and offers key information targeted to persons who are seeking LTSS. The site includes information to assist with determining needs, finding housing, paying for services, planning for LTSS, etc. The primary challenge of creating a strong information and referral network is building capacity at a town level and assuring standardization and consistency. Eligibility Determination Connecticut operates a coordinated system for financial and functional eligibility within the MFP unit and understands the importance of timely financial decisions as well as coordination with functional decisions especially as they relate to a rebalanced system. The MFP unit demonstrates and informs broad systemic change to the larger state system which is fragmented and confusing to persons who need LTSS. With this in mind, the MFP unit has been coordinating efforts with the DSS modernization initiative, ConneCT. ConneCT aims to modernize eligibility operations to improve client access, achieve better quality outcomes, enhance customer service, reduce costs, and provide a technology framework for the future. While the current financial eligibility process depends upon paper submission of required paperwork to DSS staff at a regional office or MFP centralized staff, the new system will depend upon electronic submissions, verifications, and requests for outstanding information viewable through a shared web portal. Responsibility for the current level 2 assessment process is currently not coordinated with financial eligibility. Case managers performing level 2 assessments, Page 27

30 Connecticut BIP Application other than MFP staff, have no direct, coordinated relationship with eligibility workers as they will under the new system. Phase 1 of the new coordinated system scheduled for implementation by December 2012 involves 4 regional offices piloting Integrate Voice Response (IVR) call centers and migrating client accounts to a new worker portal. The 2nd phase of this process, set to roll-out in spring of 2013, includes launching three Benefits Enrollment Centers, an online financial screening for consumers, including LTC consumers, and centralized document management that entails scanning all documents and altering workflow to an electronic transfer and management of scanned items. The 3rd phase of the operational change includes on-line applications and redeterminations while the 4 th phase includes web based integration of financial eligibility information with functional eligibility information. The web based prescreen functional eligibility feature will be piloted by MFP transition coordinators prior to implementation in ConneCT. Financial eligibility remains the responsibility of DSS staff while functional eligibility is conducted by DSS in coordination with several operating partners. The current system level 2 screen is operated by entities as authorized under 1915C waivers. Connecticut has seven HCBS waivers. Each of the seven waivers has approved tools, methodologies and staff qualifications and eligibility is dependent upon prior categorical eligibility requirements as determined by the state plan for the aged, blind and/or disabled group. Each HCBS waiver uses a different functional eligibility criteria and tool. Of the seven waivers, only 2 have web based assessment tools and algorithms linked to budget allocations the DDS waivers. While the State aims to have a new, web based comprehensive assessment tool linked to the data warehouse, reaching agreement on consolidation of tools and methodologies will be challenging. Case Management Most case management services in the State of Connecticut meet the criteria for conflict free case management as defined by the BIP. Case management is covered as an administrative function under the Medicaid State Plan and as a 1915C waiver for those who qualify. Persons who qualify for DDS or DMHAS services have access to targeted case management. Persons qualifying for the Acquired Brain Injury Waiver, the Katie Beckett Waiver, or the Elder waiver have case management covered under the respective waiver. Connecticut also offers intensive case management as an administrative function of its Administrative Services Organizations. Case management especially as it relates to transitions between settings and services is a key focus for the State of Connecticut. There are several demonstrations within the State implementing various protocols for the purpose of developing best practice. In addition, the State s recent Medicare Medicaid Eligible Demonstration proposal sets out a plan for unprecedented coordination in care between medical and community services. To assure that there are no conflicts within the case management services of the State, uniform standards reflecting the BIP requirements will be established. Assessments of each case management provider will be completed. Uniform standards for firewalls will Page 28

31 Connecticut BIP Application be established as well as compliance policies to assure transparency and protection of consumer interests by case managers. c. NWD/SEP Agency Partners and Roles: The State has described the designated agencies that will likely comprise the SEP Agencies and has described the agency s anticipated role in the NWD/SEP system. There several agencies coordinating efforts to develop a NWD/SEP/ADRC and expected to constitute the required infrastructure. 1. Oversight/Co-operating Agency - Department of Social Services (DSS), Division of Health Services (DHS) 2. Co-operating Agency DSS, Bureau of Aging, Community, and Social Work Services;(Note: DSS Aging Division will become a stand-alone State Department on January 1, 2013) 3. Co-operating Agency Department of Developmental Services 4. Co-operating Agency Department of Mental Health and Addiction Service 5. Co-operating Agency Department of Disability Services; 6. Town and regionally based entities including but not limited to existing ADRCs Department of Social Services (DSS) The DSS is the largest Department of the State responsible for administering Medicaid, multiple social service programs and benefits including the Supplemental Nutrition Assistance Program (SNAP) and Temporary Assistance to Needy Families and the State Unit on Aging. DSS maintains a data warehouse which is linked to both the Eligibility Management System and to the State s medical claims system. The data warehouse provides the Department with analytic capability to measure impact of the various initiatives. As previously mentioned, the DSS is in the process of modernizing operations and increasing data integration in coordination with the Health Insurance Exchange. In coordination with the Health Insurance Exchange, DSS aims to build the Single Point of Entry for health care, programs and benefits, including persons who need assistance. Oversight/ Co-operating DSS - Division of Health Services (DHS) DHS is a large division of DSS with responsibility for administering and operating the State s Medicaid program, the MFP Demonstration, the Medicare Medicaid Eligible Duals Demonstration, the Person Centered Medical Home initiative, the Pharmacy Program, the Dental Program, the Behavioral Health Program, the 1915C waivers and operating the Connecticut Home Program for Elders which includes the elder waiver. DHS will work to ensure timely implementation of essential infrastructure components required for the BIP, including development of the website and call center, physical SEPs at the local level, and the streamlined and coordinated processes of eligibility Page 29

32 Connecticut BIP Application determination, assessment, and service planning. As the oversight agency DHS will be involved in every aspect of the infrastructure development under the BIP. More specifically DHS is responsible for: 1. Administration of the Medicaid program; 2. Coordination with the Connecticut Department of Public Health; 3. Coordination with the State Health Insurance Exchange; 4. Coordination to develop and implement a Core Standardized Assessment tool and process for all Medicaid-eligible populations with LTSS; 5. Improving delivery of services coordination through creation of Person Centered Medical Homes, the Administrative Service Organizations for Behavioral Health and other Medicaid populations, and the proposed Medicare Medicaid Eligible Demonstration; 6. Funding and oversight of case management services and will assume responsibilities for policy development to ensure conflict free case management; 7. Funding and oversight of disability and mental health services for persons who qualify for medical assistance as well as services for elderly persons through the Connecticut Home Program for Elders; 8. Coordination of meetings related to implementation of the BIP and involvement of all stakeholders including people with disabilities and elders; 9. Oversight of the Medicaid Management Information System; 10. Development of qualifications for and quality oversight of NWD/SEPs/ADRC; 11. Coordinating development of NWD/SEPs/ADRC; 12. Coordination with DSS Division of Information Technology Services to integrate level 1 and level 2 functional screens with web based financial screens within the new ConneCT web based environment, to assure coordination with the new eligibility management system, and to assure coordination with the State s data warehouse. DSS- DHS will play the lead role in the rebalancing of Medicaid-funded LTSS in favor of community living options to achieve the goal of an excess of 50% of LTSS expenditures on home and community based services by September 30, Major factors driving a steady increase in HCBS over institutionally based services include: 1. Connecticut s seven Section 1915 (c) waivers, along with consistent legislative support for rebalancing; (i) State Plan amendment providing services to elders not yet at nursing facility level of care; 3. Money Follows the Person initiative, which has helped 1270 persons with disabilities transition to the community since December 2008; 4. Implementation of the Informed Choice Protocol in Nursing Homes; Page 30

33 Connecticut BIP Application 5. Implementation of the Strategic Rebalancing Plan building capacity at a local level to support demand for community LTSS and adjusting surplus of institutional beds; 6. The development and implementation of the mental health waiver in coordination with DMHAS; 7. Medicaid for Employed Persons with Disabilities; 8. Nursing home transitions under MDS Section Q; 9. The development and implementation of two new waivers for persons with Autism; 10. Policy changes such as the recent change in the Medical Practice Act allowing nurses to administer medication; 11. Improved nursing home level of care and Pre-Admission Resident Review process through partnership with ASCEND; 12. Initiatives aiming to change the culture of the State towards a person centered rather than a medical paradigm. Co-Operating Division: DSS Bureau of Aging, Community and Social Work Services, Aging Division State Unit on Aging (Aging Division of DSS will become the Department on Aging January 1, 2013) As Connecticut s State Unit on Aging, the Aging Division s responsibilities include coordinating all state activities related to the purposes of the Older Americans Act (OAA) and developing a State Plan on Aging. The Aging Division, anticipated to become a stand alone Department of the State on January 1, 2013, reviews plans submitted by the State s Area Agencies on Aging (AAAs), and is the conduit for federal funds distributed by the Administration on Aging under the OAA as well as State appropriated funds. The Aging Division works with the AAAs to promote expansion of home and community based services for elders in the State of Connecticut. Since 2007 the Aging Division has developed the ADRC in Connecticut by establishing a website in coordination with the Commission on Aging ( for information and access to local LTSS and the establishment through three regional ADRCs. As previously mentioned, ADRCs in Connecticut are implemented through a partnership between AAAs, Independent Living Centers, and Connecticut Community Care Inc. Co-Operating Division: DSS Bureau of Aging, Community and Social Work Services, Division of Social Work Services The Division of Social Work Services currently operates the Acquired Brain Injury Waiver and the Personal Care Assistance Waiver. With operational responsibilities for the waivers, social work staff is responsible for level 2 assessments, care planning, and case management. Page 31

34 Connecticut BIP Application Co-Operating Department: Department of Developmental Services (DDS) DDS is responsible for determining eligibility for access to DDS services. Once an individual has been determined eligible functionally by DDS and financially by DSS, a case manager is assigned. Financial eligibility staff are co-located within DDS to assist with streamlining the process. DDS is also responsible for the operation of two 1915C waivers. Operational responsibilities include level 2 assessments, development of care plans and ongoing delivery of services. In addition, DDS supports a toll-free help line to support families and persons with intellectual disabilities as they navigate the LTSS system. The help-line assists with completion of functional and financial eligibility applications and follow-up post application submission. Co-Operating Department: Department of Mental Health and Addiction Services (DMHAS) DMHAS is responsible for level 2 assessments for the mental health waiver. They are also responsible for care plan development, case management and plan implementation. Some services are subcontracted to Local Mental Health Authorities (LMHAs) across the state. Co-Operating Department: Department of Rehabilitation Services (DORS) DORS is responsible for assuring that employment is integrated into the NWD/SEP/ADRC. The DOR s Connect-Ability web site will be coordinated with the web based NWD/SEP/ADRC as will benefits and rehabilitation counseling. DORS will also have the lead in assuring that the level 1 and 2 functional assessment employment related questions. Town or Regionally Based Entities BIP operating agencies will establish local, qualified NWD/SEP/ADRC entities throughout Connecticut towns. Building from the strong foundation established by the DSS, Division on Aging, qualifying entities may range from ADRCs to Senior Centers to LMHAs or local municipal Social Work agencies. The partnering State departments will provide technical assistance, training, and establish qualifications, rules and procedures for the NWD/SEP/ADRC entities. Each qualifying NWD/SEP/ADRC will have access to the new DSS ConneCT system where information regarding status of both financial and functional eligibility will be documented in an individual s My Account. In addition, qualifying entities will be provided with access to standardized level 1 functional assessment and to financial prescreen software so that they may assist persons at a local level who choose to have support with completion of web based forms either by phone or in person, rather than completing the forms independently. Page 32

35 Connecticut BIP Application As NWD/SEP/ADRCs, these entities will provide: 1) informational referral and access that includes Level 1 assessment; 2) referral for Level 2 assessment; 3) assistance with completion of eligibility application; 4) follow up to referred services. d. NWD/SEP Person Flow: The State has provided an initial description of the planned person flow through the NWD/SEP system (i.e., the experience of the eligibility determination process from an individual s perspective, from start to finish), including how the State plans to coordinate functional and financial eligibility within the eligibility determination process and how these processes differ from the current system. Planned Process: Initial information and referral John Smith just celebrated his 85 th birthday. His wife died 2 years ago and his children have become increasingly more concerned about the fact that he still lives alone. They have encouraged him to move to a smaller house but John is unwilling to leave the house where he and his wife raised their three children. John and his wife were active in their church and community. They took good care of themselves and of each other. As evidence of this, they attended wellness meetings at the local AAA, now part of the ADRC. When John s diabetes grew worse, they attended meetings at the AAA on chronic disease management. After his wife died, John still attended meetings of interest when he could. The AAA was on the bus route which was helpful since now John is unable to drive. Life was changing for John. He was unsteady on his feet and occasionally fell. His sight was becoming worse and he could no longer read without his magnifying glass. He struggled to read the computer screen. Even grocery shopping was becoming difficult. John felt comfortable discussing some of his concerns with friends at his church. They had seen the advertisements for the State s NWD/SEP/ADRC and told John that the State now has a web based option to help people navigate the service and support system and that they also have one to one assistance in each town. They told him that the AAA was part of a new network that may be able to help. Familiar with the AAA and how to navigate his way there on the bus, John decided to ask the AAA for help on Tues morning rather than using the web independently. On Tuesday morning, John arrived at the AAA. Before long, he was meeting with a representative who told him about the new prescreening system in the State of Connecticut that could provide John with information about his eligibility for programs and services. She also told him about the new information and resource database that he or his family may be interested in viewing. The representative asked John if he would like to answer a few questions so that she could enter his information into the web based system. She assured John that his information would be safe and that his electronic files would be transmitted and stored with a unique identifier in a HIPAA compliant environment. Page 33

36 Connecticut BIP Application Level 1 Functional and Financial prescreen John completed the pre-screen financial assessment which indicated that he is likely to be eligible for assistance from the State. Since he was likely eligible, the representative asked John if he would like to have assistance to complete the web based long-term care Medicaid application. John indicated that he would like assistance, including assistance with collecting required documents. The application was submitted online. The next step for John was completion of the pre-screen for functional needs. The representative assisted John with completing the web based pre-screen. The pre-screen indicated that he was likely eligible for elder waiver services. Since he was likely eligible, he had the option of submitting the form to request assignment of a level 2 assessment. John agreed to the assessment. The representative had John sign the required paperwork before leaving so that she could assist with financial document collection and followed up with completing the application packet through submission of required documents within a few days. She also helped John set up his My Account so that he could view progress with his financial and functional applications on line. John was told to expect a call from a case manager at Connecticut Community Care Inc (CCCI) within 2 weeks. Level 2 Functional Assessment John received a call from CCCI within 3 days and the assessment appointment was set up. The assessment was web based and took about 2 hours. After the assessment, John was told that he was eligible for services and that the case manager would need a few weeks to determine his individual budget. After establishing the budget, she planned to revisit John so that they could develop the care plan together. My Account Coordination of Financial and Functional Determinations A few days later, John received a call from the representative at the AAA. She had received an auto message on John s My Account prompting her to log into the secure system. John also received an auto message but he didn t check his often and didn t realize there was a notice waiting for him. After logging in, she learned that DSS had received all of the required documentation for his Medicaid eligibility. She also told him that there appeared to be no outstanding information required for his application for services under the elder waiver. She reminded John about how he could track progress independently through My Accounts. Service Plan Development The CCCI case manager called John with good news about his budget and arranged for a visit to his home. Together they decided the best mix of services designed to meet his needs. The CCCI case manager accessed the new information and resource web site to help John understand what kinds of services are available and what the benefits may be of each. John chose his services with support from the case manager. The plan was submitted to DSS for approval. Financial and Functional Approvals By about 30 days after John s initial visit with the AAA, his My Account reflected approvals for both Medicaid LTC and the elder waiver services. His plan services were Page 34

37 Connecticut BIP Application initiated the day after financial approval and his CCCI case manager continued to support him during the coming months. How this differs from the existing process: Connecticut is exploring the process described in the above example. Increasing access to community LTSS through a streamlined NWD/SEP/ADRC is key to assuring that people who need LTSS have the option of community living. Without the system described above, people in Connecticut will be unnecessarily institutionalized with no community service plan, no payer source, or both. The process addresses the following gaps: 1. New web based single point of entry; 2. Improved eligibility workflow through electronic imaging and filing under ConneCT; 3. Establishment of My Account function offering people the maximum independence in obtaining their account status and to assure coordination and communication between functional and financial procedures; 4. Consolidation of existing information and resource databases to support people in understanding service options; 5. Coordinated toll-free phone number building off of the existing toll-free number established by the Division on Aging; 6. New global communications campaign to raise awareness about the new resources; 7. Web based financial pre-screen and application for financial assistance; 8. Web based functional level 1 and level 2 assessment; 9. Web based level 2 assessment integrated with the eligibility management system; 10. One to one assistance with navigating the process, accessible within each town; e. NWD/SEP Data Flow: The State has provided a discussion of the data flow within the eligibility determination process and has described where functional and financial assessment data will be housed and how they will be accessed by SEP Agencies to make eligibility determinations. Financial applications for assistance will enter the workflow either through electronic submission or through the DSS document scanning center. Applications will be assigned a unique identifier and will be stored in the new web based ConneCT. The unique identifier will establish the electronic file in which any other documents pertaining to the application will be stored. The file will include eligibility statuses such as requested documents or documents received as well as eligibility decisions. The file will be accessible through the My Accounts function to assure coordination and Page 35

38 Connecticut BIP Application communication. In general, ConneCT will store all documents that would have otherwise been paper. Data relative to the documents will be entered into the new Eligibility Management System where financial determinations are made based on data entry from the documents. Data from the Eligibility Management System are transmitted to the DSS data warehouse. The data warehouse also stores claims data and supports analytic functions for DSS. While SEP town level partners would not have access to the data warehouse, they will have access to the Eligibility Management System or to the ConneCT system so that they can assist the person with navigating the system. Data from DDS functional assessments currently are integrated with DDS budget allocation system but are not integrated with the DSS data warehouse. Other level 2 waiver functional assessments are currently not web based. The intent under the BIP is to integrate level 2 assessment information with the ConneCT system and the Eligibility Management system and to store key data relative to the assessment, such as level of need, in the data warehouse. This will give the State the ability to understand allocation of LTSS funds across all LTSS participants according to level of need. Standardization of level determination across all populations is a priority whether accomplished through an implementation of a common tool or through a crosswalk. f. Potential Automation of Initial Assessment: The State has described potential opportunities for and challenges of automating the initial assessment tool via the NSD/SEP website. The State has two major initiatives in advanced stages of planning focused on data integration and electronic files. Initial discussions in the State point to the opportunity to coordinate with the work being done for the Health Insurance Exchange and the DSS ConneCT. The initial financial assessment for Medicaid is already completed and ready for roll-out. The initial functional prescreen will be built as part of the system with autoreferrals made to level 2 case managers for those who are found likely eligible based on the level 1 screen. This work is viewed as part of the scope of the larger systemic changes. The potential challenge of integrating with the larger initiative is the risk of delays if problems with the large scale change are encountered. g. Potential Automation of the Core Standardized Assessment: The State has described potential opportunities for and challenges of automating a CSA/functional assessment tool. Automation includes, at a minimum, real time electronic collection of functional assessment data. As previously mentioned, DDS has been using an automated level 2 assessment tool for several years and is currently in the process of developing a web based case management system as well as web based Individual Plans. The DDS plan includes a requirement for Page 36

39 Connecticut BIP Application the architecture to accommodate additional 1915C waivers. While the two waivers operated by DDS use the same assessment tool, all other waivers use different tools designed for the different populations served by the waiver. Automation of the CSA/functional assessment tool is a priority so that data can be collected and analyzed as our LTSS user population grows over the next 10 years. While there has been no final decision regarding a single CSA, the State will advance discussions over the next few months and will at a minimum have web based assessment tools that cross walk to a single standardized level of need indicator. h. Incorporation of a CSA in the Eligibility Determination Process: The State has described the current functional assessment instruments and processes used to determine eligibility for LTSS. Does the State currently use a single CSA for all LTSS populations? If not, how might the State incorporate a CSA into its current process? What would be the major challenges to adopting a CSA? What technical assistance might the State need to make this happen? Current Functional Assessment Instruments and Processes As previously mentioned, Connecticut does not use a single CSA for all LTSS. A variety of assessment tools are used in Connecticut depending on DHS requirements and service provider types. While home health providers utilize the OASIS, waiver case managers utilize a total of 6 different assessment instruments. The State may need technical assistance to demonstrate how other states navigated similar changes and how the changes benefited the overall design of LTSS systems. Incorporation of the CSA into Current Processes 1. A standard CSA tool will be researched; 2. Stakeholder meetings with waiver managers and home health agencies will be facilitated; 3. Consensus on CSA will be sought; a. the State recognizes that total replacement of all assessment tools and adoption of a new tool by September 2015 may not be feasible; b. the State commits to combining tools for target populations advancing towards a CSA where feasible; c. the State commits to all tools meeting the requirements of a CSA and developing a cross walk. 4. Rules and requirements will be established related to use of the tool, administering the tool, management of the process, and staff qualifications and supervision. 5. Training related to the use of the tool will be established. Page 37

40 Connecticut BIP Application 6. Data from assessment tools will be stored in the data warehouse so that analytics based on standardized level of need can be performed. i. Staff Qualifications and Training: The State has discussed considerations related to staff qualifications and training for administering the functional assessment. DHS will establish annual credentialing requirements for staff at local NWD/SEP/ADRC to demonstrate competencies with Medicaid financial and functional eligibility requirements and level 1 assessments. Training will be developed and implemented on a regular basis to assist staff with meeting the credentialing requirements. The State envisions web based testing modules. Level 2 assessments will continue to be conducted by the entities authorized either under a 1915C waiver or the Medicaid State Plan. The State does not intend to seek amendments to change approved qualifications and licensure requirements. j. Location of SEP Agencies: The State has provided a discussion of the issue of access to physical SEP agency locations. How will the State ensure access to physical SEP agency locations? What share of the State s population is likely to live within the service area of at least one SEP? (Rough estimates are acceptable.) What will the State do to maximize the share of the State s population living within the service are of at least one SEP? How will the State arrange evaluation services for individuals who do not live within the service area of any SEPs? How will the State ensure that these physical locations are accessible by older adults and individuals with disabilities requiring public transportation? The State s Strategic Rebalancing Plan calls for the development of town based continuums of care. To support this vision, LTSS supply and demand estimates have been developed by town. The data will target priority areas for development of community LTSS and for towns where there is a surplus of institutional beds. Consistent with the vision, Connecticut envisions a physical NWD/SEP/ADRC entry point in every town. The site could be a senior center, a library, or a town social work office. To become a NWD/SEP/ADRC site, there will be required training and credentialing. The web based NWD/SEP/ADRC site will provide guidance to the local entities and provide the needed standardization across the state. All sites will be accessible and on a bus route when possible. Computer access terminals will be located in common places within towns such as pharmacies. For towns that do not have public transportation or for persons who cannot travel to the town based access point, call in centers will be available or home visits will be possible. 100% of persons seeking services in Connecticut will have access. k. Outreach and Advertising: The State has described plans for advertising the NWD/SEP system. Page 38

41 Connecticut BIP Application A global communication plan is currently under development for the State s NWD/SEP/ADRC system. The communication plan includes radio, print, and billboard advertisements. In addition, the plan anticipates the creation of a speaker s bureau. The State plans to coordinate the global communication plan with the Workforce Development Plan. More specifically the plan calls for: 1. Outreach to existing ADRCs, new town entities and regional entities regarding new process and tools; 2. Outreach materials at bus stations, grocery stores and pharmacies, etc.; 3. Public outreach campaign to community groups such as churches and senior centers; 4. Town meetings; 5. Training and outreach to DSS, DDS, DMHAS, and DORS case management staff; 6. Presentations to relevant councils, task forces, committees, etc. l. Funding Plan: The State has provided a discussion of anticipated funding sources to support the requirements of Balancing Incentive Program, including development of a NWD/SEP system and use of CSA. Money Follows the Person Demonstration The State plans to utilize administrative funding under the MFP Demonstration to support BIP requirements. Some components of the BIP have already been approved such as colocation of eligibility staff. Connecticut plans to submit an additional request for administrative funds to support BIP requirements. Medicaid Management information Systems (MMIS) Many of the objectives of the BIP are consistent with other Medicaid Modernization efforts; therefore, the State plans to coordinate efforts and plans to seek 90% match on qualifying expenditures not covered by MFP. Aging and Disability Resource Center Grant Funding The State just received an ADRC grant and plans to coordinate the BIP with the ADRC expansion to maximize impact. m. Challenges: The State has provided a discussion of the characteristics of the State s current system of LTSS that might present barriers to rebalancing. Page 39

42 Connecticut BIP Application Connecticut s Long-term Care Plan has identified challenges to rebalancing for the last 13 years. Departments have addressed key challenges through strategic interventions either funded through grants or through Connecticut State general revenue. Over the past 30 months, the DHS has focused on the development of a Strategic Rebalancing plan. The plan includes a utilization and cost model which focuses on town-specific data. Data from various sources will be incorporated into the initial model and updated on a semiannual basis. This model will be used to project supply and demand for LTSS at a town level. More specifically, it will identify areas of the state where there is an excess of NF beds, areas where there may not be enough beds, and areas where transitional programs and additional community LTSS are needed. The model will extrapolate trends within towns at a sufficient level of detail so that supply and demand of specific services such as personal care attendants, transportation or housing will be readily identifiable. Based on the principle of choice, the model assumes that barriers preventing choice in where Medicaid recipients receive LTSS are removed. It will serve as an important tool guiding decisions regarding investments in LTSS moving forward. The plan identifies procedural, capacity and policy challenges (barriers) driving costs and resulting in unnecessary institutionalization must be addressed. Barriers include: Lack of sufficient services, supply, and information about home and communitybased services (HCBS), Inadequate support for self-direction and person-centered planning, Lack of housing and transportation, Lack of a streamlined process for hospital discharges to the community rather than nursing homes for persons requiring LTSS, Lengthy process for accessing Medicaid as a payer, and Lack of a sufficient workforce Lack of sufficient services, supply, and information about home and communitybased services (HCBS),. Lack of information As previously mentioned, the University of Connecticut 2007 Long-Term Care Needs Assessment found that lack of knowledge regarding LTSS was the second leading obstacle to people receiving community based LTSS. Respondents to the survey stated that it should be easier to know what services are available and how to access them. Without comprehensive information about existing community-based options, people may see nursing homes or other residential care as their only option. The leading obstacle sited by the study indicated that people needed financial assistance to pay for LTSS. In many cases there was a misunderstanding about what Medicare covered; in fact, people thought that Medicare would pay for LTSS.. Lack of supply Without adequate supply of services funded by the State, people needing services may be left with institutional care as the only option. While Connecticut has a no waiting list policy for elder services, 1915C waivers for people under the age of 65 have caps and often have waiting lists. Balancing the need for LTSS with budgetary concerns is a challenge for the State. Page 40

43 Connecticut BIP Application. Lack of services - standardization The current LTSS system of the State is fragmented and confusing. There are multiple waivers each with different services and rates for services, cost caps, eligibility rules, assessment tools and methodologies. The lack of standardization across the system leads to inequities in the manner in which different target populations experience the service delivery system. Inadequate support for self-direction and person-centered planning, Connecticut has self-directed personal care assistance (PCA) in each of its 1915C waivers. The last waiver to add PCA was the elder waiver in While now it is possible for elders to self-direct, there are inconsistencies in how the service option is presented. Person-centered planning is a foundational philosophical element in all of LTSS but once again there are inconsistencies in how the philosophy is implemented. The system is challenged to shift from a culture of taking care of people to empowering people to take care of themselves through informed choice. The balance between safety and risk and the role of government is ongoing. Lack of housing and transportation, Housing Provision of affordable, safe and accessible housing plays a critical role as Connecticut assists Medicaid consumers to either remain in or return to the community. Appropriate housing opportunities for HCBS consumers can vary greatly and are frequently the primary barrier for LTSS consumers to receive HCBS. In order for the State to accomplish its LTSS right-sizing goals, it will be necessary to have an adequate supply of housing so the established rebalancing targets may be accomplished. Housing options include a person s own home (owned, leased, or shared), supportive housing, shared living arrangement, congregate housing, assisted living services/managed residential communities and residential care homes (rest homes). Finding adequate housing can be more challenging than developing the array of services needed to assist consumers to remain in or return to the community. Key to the State s strategy is the establishment of a Medicaid housing plus supports specialist to assure coordination between the Department of Housing and Medicaid LTSS. Transportation Transportation becomes central in providing Medicaid consumers access to the community. Additionally, transportation plays a pivotal role in bringing caregivers to HCBS consumers in order to provide the care needed for consumers to successfully remain in or return to the community. Frequently acknowledged as one of the greater unmet needs in communities, it is frequently not accessible or affordable. Lack of a streamlined process for hospital discharges to the community rather than nursing homes for persons requiring LTSS, Page 41

44 Connecticut BIP Application Hospital discharge planning activities often drive patients to NFs in order to provide a safe discharge environment and act as an effective mechanism in transitioning consumers along the continuum of care to ensure that they receive the appropriate follow-up care and services they require. For Medicaid participants discharged from a hospital to a nursing home, the risk of long-term institutionalization is significant. Data shows that 65% of all Medicaid participants who enter NFs are still there after six months. 1 Thus, for vulnerable populations, entry into a NF can often lead to permanent institutionalization and loss of community ties and individual freedom of choice. Additionally, health services research indicates NFs could provide viable alternatives to acute inpatient admissions/re-admissions, effectively bypassing emergency departments (EDs) and subsequent inpatient stays through direct NF admissions. From this perspective, NFs can help to ensure that patients receive the right care in the right place at the right time and can be quickly transitioned back into the community. Barriers that impact discharges from both nursing facilities and hospitals are addressed in this strategic plan. The primary barriers include lack of streamlined access to community supports, lack of standardized process for transitions between care settings, and lack of an expedited eligibility process. Key strategies in this plan focus on the establishment of a single point of entry that will result in quick linkages to community LTSS and transitional services and supports under MFP. Lengthy process for accessing Medicaid as a payer, The eligibility process for long-term care Medicaid is challenging in the State. During a recent forum, hospital discharge planners cited lack of payer for LTSS upon discharge as the primary reason that they discharge to nursing homes. It is routine for nursing homes to accept persons with Medicare as a payer and who then spend down to Medicaid while in the nursing home. Approximately 14% of the persons who apply to MFP are pending Medicaid eligibility. Their discharge is delayed pending Medicaid approval. The length of process time directly relates to unnecessary nursing home costs which are approximately two third more costly than community care plan costs. Lack timely process results in unnecessary institutionalization and unnecessary cost. Lack of a sufficient workforce As the State begins to operationalize its efforts to right-size its LTSS services between NFs and HCBS, there are many important issues to consider. Chief among them is assessing the workforce capacity as a result of rebalancing the delivery system. As demand for HCBS increases, the demand for paid and unpaid direct care workers will also increase. Between 2006 and 2030, the population over the age of 65 is expected to increase by 64%, while the working-age population is expected to decrease by 2%. This 1 Connecticut Commission on Aging Strategy Paper, December 2010, 2F%2Fwww.cga.ct.gov%2Fcoa%2FPDFs%2FFact%2520Sheets%2FCoA%2520LTC%2520strategies% pdf&ei=WIThTt2NLKHm0QG_mdCJBg&usg=AFQjCNFzEWtVJVgGcjMgOiDc5Rs0NHNTzw&sig2=1HNf3nqh swunuxczbopnlq, last accessed December 9, Page 42

45 Connecticut BIP Application gap will decrease the supply of informal caregivers as well as the pool of direct care workers. Understanding and leveraging the informal caregiver supply while making the direct care field an attractive option for job seekers is a key component of LTSS rightsizing. As Connecticut aggressively pursues Medicaid rebalancing goals, the need for focused efforts to recruit, train, retain and support paid and unpaid caregivers is essential. Without a focused, coordinated approach, lack of caregivers will stall rebalancing efforts and Connecticut will fail to meet its goals. The State will begin its strategic approach by developing a comprehensive workforce development communication plan. n. NWD/SEPs Effect on Rebalancing: The State has discussed how the NWD/SEP system will help the State achieve rebalancing goals. As previously mentioned, Connecticut has a Strategic Rebalancing Plan with specific strategies, tactics and metrics. The NWD/SEP/ADRC is an essential part of the plan. Without access to information about supports and services, the people of the State of CT cannot possibly make an informed decision regarding LTSS. Informed choice and decision making is part of the vision of the State and therefore a guiding parameter of all systems development. A rebalanced system must have a way for people to access information. Accessing information sounds simple but in fact, it is very complex. The rules, policies, procedures and programs comprising the LTSS system are very complicated and not easy to navigate. For this reason, a primary tactic of Connecticut s Strategic Rebalancing plan is the creation of a comprehensive web based single point of entry coordinated with other health care initiatives of the state. The system will be easy to navigate and give people access to the information that they need regarding both financial and functional eligibility. It will also give people access to their applications as well as status updates and information needed for eligibility determinations. It should be noted that Connecticut is also in the process of developing an expedited eligibility process. The process improvement is coordinated with the development of the NWD/SEP/ADRC. The goal of the system is to connect people to services in a seamless manner. While the system will make it easier for people to navigate the system independently, it will also support state agency staff and others involved in the SEP/NWD/ADRC as a primary communication tool. Persons involved in assessments or in development of care plan will have immediate access to status of financial eligibility as will support staff assisting with one to one navigation. Persons involved in financial eligibility will have access to the functional process and status. The desired outcome is a coordinated entry point for both staff and for the people served by the system. Connecticut s entry point is called ConneCT. A rebalanced system must have a way for people choosing community LTSS to connect quickly with services and to avoid institutionalization. Linked to the ConneCT system will be a central data base of information regarding LTSS beyond what DHS administers. Many focus groups hosted over past few months have indicated that people need access to State supports but also local supports; coordination at a local level is imperative. This will be seamless to the user and will be the database that connects all State level services with local level services, an important part of a single point of entry. Page 43

46 Connecticut BIP Application The availability of the new process through ConneCT and the new comprehensive services data base is meaningless without advertising. For this reason, the State plans to engage in a global communication plan raising awareness of community based LTSS and also raising awareness about the SEP/NWD/ADRC. While consumers and caregivers need information and a streamlined means of accessing supports, the State needs a means of comparing utilization and expenditures across populations. Standardizing assessment is the key first strategy in creating parity across age and disability and assuring fiscal controls supporting comparative analysis across the various LTSS settings, including nursing homes. Standardizing assessment will result in standard levels of need which will be linked to standard budget allocations. Needs assessment data will be linked to the Medicaid Management Information System so that level of need data, individual budgets and expenses across LTSS can be analyzed easily with common metrics. A rebalanced system must have equitable allocation methodologies which are dependent upon a common standardized assessment. With a common core needs assessment and stronger financial controls in place, the State can begin to explore some of the fragmentation that exists within the community LTSS. The strategic plan explores development and implementation of multiple options that may address some of the inequity between services that existing in the State today. o. Other Balancing initiatives: The State has described other current initiatives in which it is currently involved that share similar goals and requirements as the Balancing Incentive Program. The State has described any more general commitment made toward rebalancing LTSS. The Money Follows the Person Rebalancing Demonstration hosted a forum on rebalancing the State s LTSS on November 29, As a direct result, a strategic plan was developed and is now in its first year of implementation. The State s Strategic Plan for Rebalancing covers State Fiscal Year 2013 through 2015 and focuses on 4 key strategic areas: home and community based services; housing and transportation; institutional transitions including nursing homes and hospitals; workforce development; nursing home modernization and diversification. Key metrics guiding the plan include supply and demand projections for LTSS at a town level through The supply and demand projections consider the impact of interventions such as MFP on the percentage of LTSS participants choosing home and community based services rather than institutional services. Data projections reflect institutional bed surplus, workforce needs, nursing home census and other data for each of Connecticut s towns. Strategies, tactics and metrics associated with the plan are located in Appendix A, STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS Page 44

47 Connecticut BIP Application p. Technical Assistance: The State has described anticipated technical assistance needs to achieve rebalancing. The State of CT is anticipating the need for technical assistance with the development of a web based CSA. The community LTSS system currently utilizes multiple tools and multiple assessment methodologies. With the exception of DDS, all forms are paper based. As stated previously, standardization is key as Connecticut expands supply of HCBS. It would helpful to learn about best practices in other states and how they navigated the change to a common standardized tool. In addition, it would be helpful to learn about how the assessment is integrated with state data systems and any analytics they may have to monitor their HCBS systems. Page 45

48 Financial Reporting Form Department of Health and Human Services Centers for Medicare and Medicaid Services Balancing Incentive Payments Program (Balancing Incentive Program) Applicant Funding Estimates Long Term Services and Supports State Connecticut State FMAP Rate 50% Agency Name Department of Social Services Extra Balancing Incentive Program Portion (2 or 5%) 2% Quarter Ended Year of Service (1-4) FFY Projected LTSS Spending* LTSS Total Service Expenditures Regular FEDERAL Portion Regular STATE Portion Amount Funded by Balancing Incentive Program (3 year total) Year 1 (Jan 13-Sep 13) Year 2 (Oct 13-Sep 14) Year 3 (Oct 14-Sep15) (A) (B) (C) (D) (E) (F) (G) Line 12 - Home Health 776,930, ,465, ,465, ,754, ,197, ,978,544 Line 19B - Home & Community 1915i Only 11,019,062 5,509,531 5,509,531 11,019,062 2,914,351 3,992,469 4,112,243 Line 19A - Home & Community 2,818,918,495 1,409,459,248 1,409,459, ,699,162 1,013,917,422 1,075,301,911 DMR WAIVER II (ISF) 278,040, ,020, ,020,017 75,397, ,231, ,411,441 CHC WAIVERED SVCS 547,231, ,615, ,615,579 3,237, ,828, ,452, ,949,743 DMR WAIVER MODEL WAIVER 78,942 39,471 39,471 20,826 28,641 29,475 PCA WAIVER 92,483,990 46,241,995 46,241,995 14,445,000 21,700,617 31,249,244 39,534,129 ABI WAIVER 136,926,490 68,463,245 68,463,245 18,900,000 33,787,763 47,037,588 56,101,139 COMP DMR WAIVER 1,725,602, ,801, ,801,046 15,000, ,351, ,568, ,681,766 MH WAIVER 14,985,134 7,492,567 7,492,567 10,179,000 2,687,666 5,034,048 7,263,420 DDS Employ Day Supp 17,200,529 8,600,264 8,600,264 4,687,857 6,250,476 6,262,196 AUTISM WAIVER 6,370,126 3,185,063 3,185,063 2,236,791 2,064,732 2,068,603 Line 24A - Targeted Case Management 32,157,006 16,078,503 16,078,503 9,353,484 11,751,314 11,052,208 Money Follows the Person (MFP) Services 104,688,775 75,800,651 28,888,124 N/A 21,530,016 40,372,184 42,786,576 Demonstration Svcs 883, , , , , ,802 Supplemental Svcs 10,863,721 5,431,860 5,431,860 3,044,553 3,905,922 3,913,246 Qualified Svcs 92,941,152 69,705,864 23,235,288 18,244,563 36,145,062 38,551,528 TOTALS 3,743,714,015 1,895,313,271 1,848,400,744 72,780, ,251,574 1,350,230,959 1,435,231,482 *Total Service Expenditures include all projected expenditures for each FFY (PY01, PY02, PY03 and adjustments). *MFP Services excluded from additional 2% FMAP and in column D.

49 DRAFT STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS State of Connecticut Department of Social services November 1, 2012 Department of Social Services

50 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT CONTENTS 1. Introduction Utilization & cost-projection model for Medicaid long-term services and supports Strategies for right-sizing... 6 Home- and community-based services options... 6 Overview... 6 SFY Strategies and Tactics... 8 Workforce Overview SFY Strategies and Tactics Housing and transportation Overview SFY Strategies and Tactics Hospital and Nursing Home Discharges Overview Strategies and Tactics Nursing Facility Diversification and Modernization Overview SFY Strategies and Tactics Conclusions Appendix A Home and Community-Based Service Strategies and Tactics Workforce Strategies and Tactics Housing and Transportation Strategies and Tactics Hospital/ Nursing Home Discharge Strategies and Tactics Nursing Facility Diversification and Modernization Strategies and Tactics Appendix B Report from the Long-Term Care Right-Sizing Strategic Planning Retreat: Participant Strategies to Address Long-Term Care Rebalancing Efforts State of Connecticut April 16, i Department of Social Services

51 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT 1 Introduction The State of Connecticut (State) is committed to creating a more efficient and effective long-term services and supports (LTSS) system aligned with the principles of choice, autonomy and dignity. The envisioned system will allow Medicaid recipients who need LTSS to choose whether they want to receive these services in a nursing facility (NF) or in a community setting. In order to attain the vision of enhanced qualify of life and increased choice for individuals across all disabilities to live, work and age within their own communities, the concept of a town-based LTSS compendium was developed. Honoring the autonomy and local governance authority of the towns within Connecticut, the individually tailored, town-based approach to LTSS will provide choices ranging from various types of supportive housing options to care provided in a nursing facility; these options will reflect the preferences of the persons they are designed to serve and support a seamless transition from hospital to short-term rehabilitation and back into the community. Design and implementation of a strategic plan within the time frame anticipated by this plan is imperative given that over the next several years the number of people estimated to need LTSS will increase dramatically due to the aging population. According to the U.S. Administration on Aging s Profile of Older Americans 1, the number of people age 65 and older is expected to grow to 19.3% of the population by 2030, marking a significant growth in the portion of this population nationally. This trend is even more compelling in Connecticut, where projections indicate a 40% growth in individuals age 65 and older between 2010 and Notably, in the November 2011 report entitled 90+ in the United States: , Connecticut ranked second among states with the highest percentage of the population in both the Aged 90 and Over and Aged 65 and Over categories. The report also notes that age is positively associated with incidence of physical limitations, and the oldest have the highest levels of physical and cognitive disability. By 2025, more than 64,000 individuals in Connecticut are expected to need Medicaid LTSS an increase of more than 24,000 individuals over current levels 4. Estimating future demand, building sufficient supply with quality 1 U.S. Department of Health and Human Services Administration on Aging. A Profile of Older Americans: 2010 (updated February 25, 2011). 2 Connecticut Long Term Care Planning Committee, Long Term Care Plan: A Report to the General Assembly, January 2010, page 42, table 5. 3 Wan He and Mark N. Muenchrath, US Census Bureau, American Community Survey Reports, ACS-17, 90+ in the United States: , U.S. Government Printing Office, Washington, DC, Medicaid Long Term Care Services and Supports Utilization and Cost Projection Model, State of Connecticut Department of Social Services. November 30, Department of Social Services

52 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT assurances, and eliminating policy and procedural barriers that prevent choice are all key to the State s Strategic Rebalancing Plan. The projected increase in the aging population is especially relevant to the design of benefit and eligibility in the State s Medicaid program. Since 42% of the costs associated with LTSS in Connecticut are paid by the Medicaid program, it is essential that the Medicaid LTSS cost structures be modified with the aim of not only assuring choice, but also controlling costs. In SFY 2009, Connecticut spent 65% of its Medicaid LTSS dollars on institutional care for individuals who are aging and individuals with disabilities.5 A 2011 analysis of adults age 31 and over using Medicaid LTSS shows that Connecticut has the highest or the second highest nursing home rate per 1,000 population in each of the following categories in both 2000 and 2008: total state nursing home rate of use, rate of use for ages and rate of use for age 65 and older.6 The State s high utilization of nursing homes for persons receiving LTSS is a statistic that stands in contrast to surveys completed by LTSS users where 75% indicate their preference for services in the community.7 In addition, the average cost of serving a Medicaid participant in the community is approximately one third8 of the average cost of serving someone in an institution. Serving people in the community when it is preferred, safe and on average more cost effective, will result in more people served for each LTSS dollar spent. Procedural, capacity and policy barriers driving costs and resulting in unnecessary institutionalization must be addressed. Barriers include: Lack of sufficient services, supply, and information about home and communitybased services (HCBS), Inadequate support for self-direction and person-centered planning, Lack of housing and transportation, Lack of a streamlined process for hospital discharges to the community rather than nursing homes for persons requiring LTSS, Lengthy process for accessing Medicaid as a payer, and Lack of a sufficient workforce It is essential that the Strategic plan address the aforementioned barriers in order to advance true choice regarding where persons receive their LTSS as well as more efficient distribution of LTSS dollars. The report that follows details specific strategies that are intended to support this result. 5 Connecticut Long Term Care Planning Committee; Long Term Care Plan: A Report to the General Assembly; January 2010; p. 54, Table American Journal of Public Health, September 2011, Vol. 101, No. 9; Relations Among Home- and Community- Based Services Investment and Nursing Home Rates of Use for Working-Age and Older Adults: As State-Level Analysis, Nancy A. Miller, PhD. 7 Raising Expectations, A State Scorecard on LongTerm Services and Supports for Older Adults, People with Physical Disabilities, and Family Caregivers September 2011, Susan C. Renhard, Enid Kassner, Ari Houser, and Robert Mollica, p. 1. AARP Public Policy Institute 8 Across the States, Profiles of Long-Term Services and Supports, Executive Summary, State Data, and Rankings, Ninth Edition, 2012, Ari Houser, Wendy Fox-Grage, Kathleen Ujvari, p.14 AARP Public Policy Institute 2 Department of Social Services

53 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT It is also essential for the strategic plan to continually evaluate and estimate the impact that the strategic initiatives have on supply of both HCBS as well as institutional services. The plan aims to evaluate supply and demand trends and projections every 6 months. The current model detailed in Section 2 of this report projects a surplus of 5,000 institutional beds assuming barriers that prevent choice are removed. As demand for institutional care decreases, the plan details a proactive approach to reducing unneeded beds and building community capacity. Key strategies focus on partnerships with institutional providers who are interested in diversifying their business models to provide community LTSS where need is identified in town level supply and demand data maps. The State s strategic plan includes competitive procurements targeted to institutional providers for the purpose of building community LTSS which reflect the needs and preferences of the town. Through a multi-month process of deliberate stakeholder briefing, engagement, data and system analysis, culminating in the November 2011 Long-Term Care Right-Sizing Strategic Planning Retreat, the State has sought the input and expertise of those interested in building a sustainable LTSS system within the state. Stakeholders participating in the strategic planning process included individuals with LTSS needs, family members, advocates, ombudsmen, State staff, providers (community and institutional), Money Follows the Person Steering Committee members, academics and others. Recommendations from the right-sizing retreat (Appendix B) provided a foundation on which this plan was developed. With an unprecedented level of partnership and collective work toward the common goals, stakeholders will continue to play a key role in the implementation and evaluation of LTSS strategic initiatives. The plan, guided by the vision of choice, autonomy and dignity for the people we serve, aims to achieve a rebalanced system by: 1) removing barriers that prevent choice in where people receive LTSS at a state policy and systems level; and 2) partnering with nursing homes, communities, and existing community providers to implement change at a local level. After careful review, the recommendations included in this document were selected to comprise the first phase of Connecticut s Right-Sizing Plan based on considerations related to the timing, resources and funding necessary to complete each strategy. 3 Department of Social Services

54 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT 2 Utilization & cost-projection model for Medicaid long-term services and supports Estimating future demand for Medicaid LTSS and funding appropriate supply is a critical component of Connecticut s Strategic Right-Sizing Plan. Future demand projections are based both on existing trends in distribution of LTSS dollars and preferences between institutional and HCBS settings as well as assumptions about future trends. Future trend assumptions take into consideration the impact of the various strategies and tactics outlined in this plan. As barriers that prevent choice are eliminated, it is assumed that there will be an exponential shift towards HCBS LTSS. This shift is reflected in the models. Modeling includes two key elements: First, a high-level review, which uses readily- summarized data from the American Community Survey as well as the historical Medicaid NF and HCBS participant information from state fiscal year 2004 to the present from the State s Office of Policy and Management. The high-level review includes three steps: Projecting the overall demand for LTSS Examining the effect over time to the HCBS/NF mix if existing trends persist absent the impact of any new initiatives Factoring in the impact to the HCBS/NF mix if existing initiatives accelerate or new ones are introduced. The following graph displays the projected growth of the total demand for Medicaid LTSS in Connecticut as well as the expected change in the mix between HCBS and NF services. While the demand for LTSS is expected to grow to more than 64,000 users in 2025, the mix between HCBS and NF services is expected to move from the current HCBS/NF mix of 53%/47% to 83%/17% in Changes in the HCBS/NF mix are largely attributed to interventions funded by the State s Money Follows the Person (MFP) rebalancing demonstration. Interventions are designed to eliminate barriers which prevent choice in where users receive their LTSS. 9 Ibid. 4 Department of Social Services

55 STRATEGIC REBALANCING PLAN: A PLAN TO REBALANCE LONG TERM SERVICES AND SUPPORTS DRAFT The second element of the utilization and cost model focuses on town-specific data. Data from various sources will be incorporated into the initial model and updated on a semiannual basis. This model will be used to project supply and demand for LTSS at a town level. More specifically, it will identify areas of the state where there is an excess of NF beds, areas where there may not be enough beds, and areas where transitional programs and additional community LTSS are needed. The model will extrapolate trends within towns at a sufficient level of detail so that supply and demand of specific services such as personal care attendants, transportation or housing will be readily identifiable. Based on the principle of choice, the model assumes that barriers preventing choice in where Medicaid recipients receive LTSS are removed. It will serve as an important tool guiding decisions regarding investments in LTSS moving forward. 5 Department of Social Services

56 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT 3 Strategies for right-sizing Home- and community-based services options Overview The strategies outlined below represent key steps to improve the home- and community-based system and its ability to support individuals based on their needs, regardless of diagnosis, including individuals with significant support needs and those who are returning to the community from institutional stays. Strategies maximize opportunities available through the Affordable Care Act10 that both increase revenue to the State and begin to address the fragmentation that currently exists in Connecticut s HCBS systems. Initially, strategies relate to ensuring that people have access to information through action steps including implementation of a global communication plan. While the global communication plan will include multiple outreach methods, the new LTSS website will be the primary communication tool. The State plans to build an interactive website using the existing LTSS website as a foundation. Not only do consumers and caregivers need information, but they need streamlined means of accessing supports. Further, the State needs a means of comparing utilization and expenditures across populations. Standardizing assessment is the key first strategy in creating parity across age and disability and assuring fiscal controls supporting comparative analysis across the various LTSS settings, including nursing homes. Standardizing assessment will result in standard levels of need which will be linked to standard budget allocations. Needs assessment data will be linked to the Medicaid Management Information System so that level of need data, individual budgets and expenses across LTSS can be analyzed easily with common metrics Development and implementation of a common core needs assessment is an important SFY 2013 tactic which addresses the need for standardization. With a common core needs assessment and stronger financial controls in place, the State can begin to explore some of the fragmentation that exists within the community LTSS. The strategic plan explores implementation of the Community First Choice option. This option has the potential of not only 10 Patient Protection and Affordable Care Act, Pub. L. No , 2702, 124 Stat. 119, (2010). Department of Social Services 6

57 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT serving cross disability and age populations but also increasing revenue through a 6% enhanced federal match. The Community First Choice option would add personal care assistance to the Medicaid State plan, serving persons currently served under waivers at nursing home level of care, and offering coverage to those currently on waiting lists. Further analysis is needed to determine whether these additional costs would be offset by the additional revenue. Throughout the three years of the plan, other options to address fragmentation in the system will also be explored such as the implementation of a 1915(i) state plan amendment to cover the service component in supportive housing and qualifying rest homes. Through Section 1915(i) of the Social Security Act, states are permitted to offer HCBS to persons not yet at NF level of care through a Medicaid state plan amendment. Examples of supportive housing services include supported employment, psycho-social rehabilitation and clinical services. Before the State can move forward with the Community First Choice option or the 1915(i) option, the State will need to model the benefit design and eligibility criteria and conduct an impact analysis reflecting costs associated with projected increases in demand and determine the extent to which these costs are offset by projected increases in revenue. Finally, the State will evaluate the feasibility of implementing a consolidated HCBS waiver for older adults and individuals with disabilities. The strategic plan addresses several key service gaps in HCBS waiver services, most notably a redesign of respite for informal caregivers. The economic value of family care giving was estimated at $450 billion in 2009 based on 42.1 million caregivers age 18 or older providing an average of 18.4 hours of care per week to care recipients age 18 or older, at an average value of $11.16 per hour. 11The Department plans to convene a focus group of caregivers to discuss and make recommendations on the redesign in the first year of this plan. Current considerations include the design of a flexible individual budget that would provide the caregiver with respite options from a short NF stay for the participant to short-term in- home support. Redesign of this benefit not only supports family caregivers desperately trying to keep their family member at home, but also is a cost effective intervention since it reduces reliance on the formal system. Often family members burn-out and turn to institutional care since they see no other viable option. This strategic plan aims for Connecticut to lead the nation in supporting family values by providing the support families need while caring for a family member at home. UCONN will evaluate the respite options as part of the MFP demonstration and produce a report in year 3 for the purpose of incorporating improved respite into HCBS waivers. 11 Valuing the Invaluable: 2011 Update The Growing Contributions and Costs of Family Caregiving, Feinberg, L, Reinhard, S, Houser, A, and Choula, R, AARP Public Policy Institute Department of Social Services 7

58 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Another major focus of the HCBS strategy is the philosophical shift from a LTSS system primarily medical in orientation to one that is person-centered. Within the context of this strategy, policies and practices of the system will be analyzed to assure that they reflect a person-centered service delivery and decision making model. The discussion of risk and liability is central to this shift. Year one of the strategy begins with implementation of new policies regarding the administration of medication in support of nurses delegating to certified home health aides. Goal: To improve effectiveness and efficiency of Connecticut s HCBS system Metric: 58% of Medicaid LTSS participants are receiving HCBS SFY Strategies and Tactics Strategy: Connect people to LTSS information and services Create global communication plan integrated with workforce communication plan Develop tools, including a LTSS website that builds upon existing sources, to educate public regarding HCBS, employment, spousal assessment, etc. Metrics: 1. Increase in the number of hits on the website; 2. Increase in the number of physician offices and other target locations, such as libraries and hospitals, with information regarding community LTSS; 3. Increase in the number of callers to Connecticut Aging & Disability Resource Centers (ADRCs) who identify the place they heard about services as the LTSS website or other education initiative; 4. The percentage increase in the targeted population aware of community LTSS options. Strategy: Create parity across age and disability resources based on functional support needs rather than diagnosis Create and implement a common core needs assessment and budget allocation methodology for standardization across LTSS. Explore methods to link needs assessment data to MMIS so that level of need data, individual budgets and expenses across LTSS can be analyzed easily with common metrics; Department of Social Services 8

59 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Review consolidation of existing personal care assistance services across all waivers into a Community First Choice State Plan amendment, reducing fragmentation across populations and qualifying for an additional 6% FMAP; Initiate the common core assessment tool and methodology with the Community First Choice cross disability population. Streamline eligibility, payment, service availability, rates, cost caps, age requirements or gaps. Consider design of a consolidated waiver for adult individuals who are aging or adults with physical disabilities and analyze cost implications Train staff on all systemic changes. Metrics: 1. Increase in the number of HCBS serving cross disability populations; 2. Decrease in the variance in funding levels and services provided across LTSS for people at the same level of need; 3. Increase in self-reports of access to services and met needs; 4. Progress on stated goals of the Integrated Care Demonstration for Medicare and Medicaid Eligibles (MME). Strategy: Close service gaps and improve existing services or identify new services to better serve the needs of all populations. Coordinate with MME Demonstration to assure alignment and synergy; Undertake comprehensive review of all closed MFP cases to understand reasons for closure and what solutions can be implemented to reduce the frequency of case closure; Produce report on reasons for MFP case closures to define gaps in HCBS services or process; Provide additional flexibility and cost effective services by integrating adult family home model, independent support broker, alcohol and substance abuse, and peer support services; Build new service provider networks to assure capacity; Simplify home modification process; Integrate employment into MFP and HCBS; Explore a 1915(i) amendment to fund supports for Supportive Housing and for qualifying rest homes; Explore current NF level of care within the context of LTSS and make recommendations to improve access to services; Implement respite service reform in support of family caregivers. Department of Social Services 9

60 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Metrics: 1. Decrease in the percentage of closed MFP cases. 2. Increase in number of care-givers reporting satisfaction with respite services; 3. Increase in the number of participants using adult family homes, alcohol and substance abuse treatment and peer support Strategy: Create mechanisms to ensure quality in the care provided through HCBS Establish a quality improvement committee to ensure sound discovery and remediation techniques and to identify and fix issues quickly within the community; Establish a seamless quality improvement strategy across waivers, MFP and State Plan HCBS including adult family homes; Develop strategies to assure conflict-free case management; Increase ability of long-term care ombudsman to review home care issues. Metrics: 1. Increased number of case management agencies with no conflicts; 2. Decreased number of critical incidents; 3. Decreased number of complaints to long-term care ombudsman. Strategy: Build, improve quality of provider networks aligned with the principles of person centered planning Educate providers regarding informed risk; Cross train HCBS waiver providers; Analyze policies and regulations and recommend change based on principles of person-centered decision making; Implement systemic changes to advance nurse delegation of medication; Develop nurse leadership institute for the sharing of best practices in person-centered care and nurse delegation; Provide training to certify staff in medication administration; Explore legislation to allow for reduced liability to agencies who may be caring for individuals with significant support needs who are willing to undertake some informed risk for needs that extend beyond the care traditionally provided by agencies; Explore legislation to enable home health agency-affiliated nurses to train PCAs without incurring liability related to ongoing supervision; Department of Social Services 10

61 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Ensure disaster preparedness, establish partnerships to meet individual needs in emergency situations/circumstances; Ensure quality of care through independent evaluation of providers. Metrics: 1. Increase in the number of people/agencies utilizing risk agreements; 2. Increase in the acuity level of community LTSS participants; 3. Increase in the number of trained and certified home health aides. 4. Increase in the number of certified home health aides administering medication; 5. Increase in the number of electronic devices dispensing medication. Workforce Overview As the State begins to operationalize its efforts to right-size its LTSS services between NFs and HCBS, there are many important issues to consider. Chief among them is assessing the workforce capacity as a result of rebalancing the delivery system. As demand for HCBS increases, the demand for paid and unpaid direct care workers will also increase. Between 2006 and 2030, the population over the age of 65 is expected to increase by 64%, while the working-age population is expected to decrease by 2%. This gap will decrease the supply of informal caregivers as well as the pool of direct care workers. Understanding and leveraging the informal caregiver supply while making the direct care field an attractive option for job seekers is a key component of LTSS right-sizing. As Connecticut aggressively pursues Medicaid rebalancing goals, the need for focused efforts to recruit, train, retain and support paid and unpaid caregivers is essential. Without a focused, coordinated approach, lack of caregivers will stall rebalancing efforts and Connecticut will fail to meet its goals. The State will begin its strategic approach by developing a comprehensive workforce development communication plan. Goal: To build capacity in the community workforce sufficient to sustain rebalancing goals Metric: Increase in number of direct care workers as reported by Department of Labor and fiscal intermediaries SFY Strategies and Tactics Department of Social Services 11

62 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy: Continuously promote workforce initiatives that are proven to support consumer choice, self direction and quality while enhancing recruitment, retention, productivity and training of the paid and unpaid direct care workforce Create statewide inventory of the existing workforce needs, future demand and national and local initiatives that show promise and scalability; Track national policy and practice trends to ensure Connecticut s workforce development strategy is synergistic with responsible national goals; Create statewide inventory of Connecticut s workforce activities embedded in state-funded and Medicaid waiver programs. Promote model re-training programs that would allow the existing pool of institutionally-based paid direct care workers to be trained to provide services and supports in the community; Promote employer/employee training models in a variety of community- based workplace settings, including self-directed employment arrangements and informal care giving training models; Seek to include research and development of technology in new jobs creation and various business initiatives promoted by the Governor. The development and use of technology is proven to increase productivity of the direct care worker as well as increase the independence of the consumer; Identify similarities between the paid workforce and unpaid caregivers and coordinate development initiatives to leverage resources and avoid overlap; Inform the work of the Personal Care Attendant Quality Home Care Workforce Council. Metrics: 1. Increase in the percentage of institutionally based staff completing community LTSS training, including person-centered planning; 2. Decrease in turnover of paid direct-care staff; 3. Decrease in number of unpaid caregivers reporting burden. Strategy: Increase synergy with Connecticut s workforce system and support their efforts to create a pipeline of direct care workers with opportunities for career ladders to health and human/social services professions Orient workforce leaders to the demand and the guiding principles for long-term care in Connecticut; Department of Social Services 12

63 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Partner with state and local workforce systems such as workforce investment boards (WIB s) and Connect-Ability to align recruitment and training efforts towards the demand for community-based direct care workers.; Inform and assist existing statutorily and gubernatorial mandated working groups that are committed to health care reform of the need and conditions of the direct care workforce and unpaid caregivers; Create and endorse a common set of core competencies with emphasis on communication, relational skills, and understanding risk that helps paid and unpaid workers deliver person-centered care. These core competencies should enhance consumer self-direction and should be careful not to infringe on the right of the consumer to train and direct their care; Identify additional competencies and advanced competencies needed to create clearer career pathways in health and human/social service professions; Collaborate with the community college system to design direct-service curricula using a foundation of person-centered care; Foster training or re-training programs at multiple venues including community colleges, employers, and private/public partnerships. Increase and streamline ability to hire family members as paid caregivers. Metrics: 1. Increase in the number of direct care workers achieving competency; 2. Increase in the number of persons graduating from training programs; 3. Increase in family members hired as paid caregivers. Strategy: Create equity across state systems Identify, analyze and catalog variations across state departmental practices, policies and regulations that affect the paid and unpaid direct care workers; Identify, analyze and catalog systemic similarities and differences among state agencies with regards to wages of direct care workers and make recommendations to produce more equity; Identify, analyze and catalog systemic similarities and differences among state agencies in the handling of workers compensation and unemployment claims and make recommendations to produce more equity; Department of Social Services 13

64 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Identify, analyze and catalog systemic similarities and differences among state agencies in their policies and procedures related to use of assistive technology in care planning and make recommendations to produce more equity. Metrics: 1. Increase in the number of publications; 2. Changes in state agency policies/procedures to carry out recommendations. Strategy: Raise awareness of the importance and value of the direct care worker and unpaid caregiver Create workforce communication plan; Increase connectivity, networking, and training among both paid and unpaid caregivers; Increase awareness of support programs available to unpaid caregivers; Research and identify national best practice models that address wages and benefits; Promote flexibility in workplace employment policies and practices to accommodate the circumstances of unpaid family caregivers. Metrics: 1. Increase in the number of website inquiries regarding workforce; 2. Increase in the number of job seekers accessing new LTSS website; 3. Increase in the percentage of job seekers obtaining employment through new LTSS website; 4. Increase in the number of companies with unpaid caregiver support programs and number of employees using them. Housing and transportation Overview Housing Provision of affordable, safe and accessible housing plays a critical role as Connecticut assists Medicaid consumers to either remain in or return to the community. Appropriate housing opportunities for HCBS consumers can vary greatly and are frequently the primary barrier for LTSS consumers to receive HCBS. In order for the State to accomplish its LTSS right-sizing goals, it will be necessary to have an adequate supply of housing so the established rebalancing targets may be accomplished. Department of Social Services 14

65 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Housing options include a person s own home (owned, leased, or shared), supportive housing, shared living arrangement, congregate housing, assisted living services/managed residential communities and residential care homes (rest homes). Finding adequate housing can be more challenging than developing the array of services needed to assist consumers to remain in or return to the community. Key to the State s strategy is the establishment of a Medicaid housing plus supports specialist to assure coordination between the Department of Housing and Medicaid LTSS. Transportation Transportation becomes central in providing Medicaid consumers access to the community. Additionally, transportation plays a pivotal role in bringing caregivers to HCBS consumers in order to provide the care needed for consumers to successfully remain in or return to the community. Frequently acknowledged as one of the greater unmet needs in communities, it is frequently not accessible or affordable. Goal: To increase availability of accessible housing and transportation Metrics: 1. Increase in the number of subsidized units in the State; 2. Increase in number of towns with affordable, flexible transportation options. SFY Strategies and Tactics Strategy: Foster partnership and cross-agency collaboration between agencies focused on housing and transportation. Establish a strategic partnership between DSS, the new Department of Housing, Connecticut Housing Finance Authority (CHFA), Department of Economic and Community Development (DECD), Department of Transportation (DOT) and the U.S. Housing and Urban Development (HUD); Inform and assist existing statutorily and gubernatorial mandated working groups that are committed to development of housing plus support models; Establish a housing and transportation unit to specifically build relationships with partners in order to increase available units, increase resources for housing and transportation, and increase coordination of services and supports with housing; Department of Social Services 15

66 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Leverage new relationships to access additional housing vouchers via grants and identify project-based housing units that are currently vacant for housing of transitional clients; Foster collaboration with Connect-Ability transportation initiatives. Metrics: 1. Increased number of housing committees with Medicaid representation; 2. Increased number of grants submitted to access housing funds; 3. Increased number of Medicaid staff assigned to housing and/or transportation. Strategy: Provide natural supports and caregivers with transportation and housing assistance Establish coalitions for community transportation to assist with ride shares; Explore the use of Zip car-like rentals service, school buses or NEMT transportation brokers, negotiated transportation rate and network available as a service under HCBS ; Develop more opportunities to utilize HUD s Section 202 housing program to assist in housing shortage; Analyze additional means to establish how home sharing could assist family and caregivers with respite. Metrics: 1. Increase in the number of 1915(c) waivers with non-medical transportation as a service option; 2. Increase in numbers of community transportation coalitions and alternative transportation options (zip cars, school buses, IT-N I); 3. Increase in number of Section 202 subsidized units. Strategy: Improve financing dollars for housing Provide funding for accessibility modifications supporting both MFP and accessibility for adult family homes; Provide competitive low cost loans to finance adult family homes or to convert rest homes to adult family homes; Establish new bonding dollars for affordable housing and, to the extent permissible under the funding stream, to allow NFs to modernize and introduce culture change and for capital improvements/conversions (e.g., Department of Social Services 16

67 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT more home-like environments, more common space, designs for more space and environmental efficiencies). Metrics: 1. Increase in bond funding; 2. Increase in tax credits. Hospital and Nursing Home Discharges Overview Hospital discharge planning activities often drive patients to NFs in order to provide a safe discharge environment and act as an effective mechanism in transitioning consumers along the continuum of care to ensure that they receive the appropriate follow-up care and services they require. For Medicaid participants discharged from a hospital to a nursing home, the risk of long-term institutionalization is significant. Data shows that 65% of all Medicaid participants who enter NFs are still there after six months. 12 Thus, for vulnerable populations, entry into a NF can often lead to permanent institutionalization and loss of community ties and individual freedom of choice. Additionally, health services research indicates NFs could provide viable alternatives to acute inpatient admissions/re-admissions, effectively bypassing emergency departments (EDs) and subsequent inpatient stays through direct NF admissions. From this perspective, NFs can help to ensure that patients receive the right care in the right place at the right time and can be quickly transitioned back into the community. Barriers that impact discharges from both nursing facilities and hospitals are addressed in this strategic plan. The primary barriers include lack of streamlined access to community supports, lack of standardized process for transitions between care settings, and lack of an expedited eligibility process. Key strategies in this plan focus on the establishment of a single point of entry that will result in quick linkages to community LTSS and transitional services and supports under MFP. Goal: 1) Decrease hospital discharges to nursing facilities among those requiring care after discharge 2) Transition 5,200 people from nursing homes to the community by Connecticut Commission on Aging Strategy Paper, December 2010, http%3a%2f%2fwww.cga.ct.gov%2fcoa%2fpdfs%2ffact%2520sheets%2fcoa%2520ltc%252 0strategies% pdf&ei=WIThTt2NLKHm0QG_mdCJBg&usg=AFQjCNFzEWtVJVgGcjMgOiDc5Rs0NHNTzw&sig2= 1HNf3nqhsWUNuxCZBopnlQ, last accessed December 9, Department of Social Services 17

68 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Metrics: persons transitioned from nursing homes under MFP per year; 2. 52% of persons discharged to community from hospitals Strategies and Tactics Strategy: Convene a statewide Person-Centered Community Care Collaborative, focused on the development and dissemination of educational tools and materials and promotion of the State s rightsizing strategy through support of the cultural change necessary with the State s health care professional community, with a special emphasis on the integration of services and supports for both physical health and behavioral health issues. Develop Single Point of Entry and web-based resource for discharge planners; Develop strategies to promote electronic health records in LTSS settings (NF and HCBS); Coordinate activities with other ACA initiatives such as the MME Demonstration Build greater synergies between the various State, regional and city organizations that all have a role in promoting LTSS and HCBS options by hosting town meetings. Metrics: 1. Increased number of target populations (providers, consumers) satisfied with single entry point; 2. Increased number of people satisfied with town meetings; 3. Increased number of town meetings; 4. Increased number of consumers who use the single point of entry to (a) submit a prescreen, and (b) link to services. Strategy: Develop and implement standards in Transition of Care in coordination with other health care initiatives Improve collaboration to develop more definitive handoffs between hospitals, community resources, and other services and settings; Build on work currently underway relating to the transition model of care as well as develop a cohesive approach that encompasses various State initiatives currently underway such as the Integrated Care Demonstration for dual eligibles; Department of Social Services 18

69 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Collaborate with state Community-Based Care Transition Program (CCTP) efforts. Metrics: 1. Decrease in variance between state transition processes; 2. Reduction in 30 day hospital readmissions among Medicaid LTSS users. Strategy: Improve process for LTSS eligibility. Participate in DSS internal process review to streamline LTSS eligibility ; Research other state practices and report recommendations on 5 year look-back options, exploring the underwriting risk of an expedited look- back process as compared to the cost of the existing process; Consider piloting new process for expedited look-back with MFP unit and select regional units and produce cost-benefit analysis to inform broader systemic change; Work to create and implement streamlined process for 5 year look-back statewide based on recommendations from above; Provide staff training; Provide incentives to local service providers (ADRCs, senior centers, municipal agents) to submit complete and accurate Medicaid applications. Metrics: 1. Decrease in length of time from initial contact with entry point to services in the community; 2. Increase in number of incentive payments to local service providers. Strategy: Provide MFP transitional and community services and supports to qualified persons who are institutionalized Partner with local organizations to provide transitional services to persons who are institutionalized; Determine core competencies and educate transition coordinators; Implement performance outcome payments; Continually improve housing plus supports model. Metrics: 1. Decreased length of time in transition; Department of Social Services 19

70 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT 2. Decreased rate of critical incidents; 3. Increased number of performance outcome payments. Nursing Facility Diversification and Modernization Overview The current State LTSS institutional landscape includes 235 NFs with a total of 26,467 beds and an average occupancy rate of 90.8%. The State ranks number three in the country for the number of facility residents per 100 state residents over age 65, at 5.8 compared to the national average of 3.8. The state also has ranked high in the proportion of low-acuity residents that live in NFs. According to data from the CMS 2008 Online Survey, Certification and Reporting database, the average activities of daily living (ADL) score of a Connecticut NF resident was 3.7 while the national average was 4.0. Four states tied with Connecticut and only two states had a lower acuity score, demonstrating Connecticut s opportunity to transition or maintain more individuals in community settings. As barriers that prevent Medicaid participants from having a choice to receive services in the community are diminished, demand for the current model of institutional care is projected to decrease. The State plans to use town level data maps referenced in Section 2 to identify high need areas of the state and to guide decision making. Criteria defining high need areas will include, but not be limited to, current nursing home census compared to current and projected demand for institutional care at a local level and current and projected demand for community LTSS compared to supply. Competitive grant funds will be available to nursing homes who work in partnership with their communities. The State acknowledges that the vision of local LTSS compendiums includes new models of institutional care. These institutional settings will reflect a stronger culture of person-centered care than is currently the norm in Connecticut and be more home-like in orientation than many of the current models. While different nursing home models of care are an important consideration, the strategic priority for this 3 year plan is the development of community LTSS. During the first phase of this strategic plan, funds will be prioritized for high need areas and for those nursing homes who are interested in diversifying for the purpose of providing community LTSS. Goal: To adjust supply of institutional beds and community services and supports based on demand projections Metric: 1. Increase in satisfaction of town members with local LTSS SFY Strategies and Tactics Department of Social Services 20

71 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy: Develop NF services to include transitional programs that support the movement of individuals from a variety of care settings back into the community Review the impact of expanding Medicaid- and Medicare-covered therapies to support rehabilitation and training for community living (e.g., occupational therapy, etc.); Explore transitional training programs within NFs (including possible transitional units), including training and support for caregivers; Revise NF licensure and regulatory requirements to allow for transitional programs and new levels of care (LOCs); Explore rates for transitional services; Redefine the Certificate of Need (CON) process for determining how NF space can be used for non-nf services, including de-licensure, so that it supports; transitional services; Coordinate with other integrated care and home health initiatives. Metrics: 1. Decrease in average length of stay at facility; 2. Decrease in length of transition process; 3. Increase in percent of persons who can self-administer medication upon discharge; 4. Decrease in critical incidents during first 30 days post discharge; 5. Increase in employment rate within 6 months post discharge. 6. Alignment of the number of LTSS Medicaid NF beds with demand. Strategy: Transform NFs into continuing care providers that allow individuals to receive a continuum of services from the same entity Reissue business plans and financial projections, such as those supporting financing arrangements, debentures and investor communication (i.e. annual reports, board meetings, etc.); Support nursing homes working in collaboration with community stakeholders to build a town-based LTSS compendium consistent with the State s strategic plan; Explore NF as part of the town s emergency back-up and expanded respite system; Develop capacity to provide HCBS through NFs, including but not limited to therapies, home health, personal care, home-delivered meals, hospice Department of Social Services 21

72 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT (facility and home), respite, memory impairment, transportation, concierge, adult day, assisted living, etc.; Support transformation of NFs into community housing; Coordinate with HUD to explore flexibility with existing NF financing; Develop community space at NFs; Redefine the CON process for determining how NF space can be used for non-nf services, including de-licensure, so that it supports community services; Promote person-centered care in nursing homes. Promote increased quality of care in nursing homes. Metrics: 1. Increase in number of nursing homes offering community LTSS; 2. Decrease in number of nursing homes with public health violations. 3. Decrease in the number of nursing home Medicaid beds statewide. Department of Social Services 22

73 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT 4 Conclusions The strategies identified within this plan for each of the key system elements represent important steps toward building a strong system of LTSS. Collectively, they will result in a redesigned service system that will afford individuals, even those with significant support needs, maximum choice and control over the type and location of their services. The State stands ready to make the very important efforts necessary to reconfigure the infrastructure as well as needed improvements to services and processes used within that framework. Throughout the implementation of the strategic plan, Connecticut will continue to consider how the data, maps, and adopted strategies will affect supply and demand in the coming years. As the initiative unfolds, this information in conjunction with the experience of providers and local communities will be reviewed and analyzed to understand the interactions between the implemented programs, changes to the market (population, workforce, regulation, etc.) and provider experience. This view of the State's LTSS will continue to evolve as the variables change, but, with regular evaluation, they should provide an appropriate context for determining next steps in the process. Through the continued level of engagement and commitment of the State and the stakeholders, the goals of the initiative are achievable. Department of Social Services 23

74 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Appendix A Home and Community-Based Service Strategies and Tactics SFY Strategy Connect people to LTSS information and services Create parity across age and disability resources based on functional support needs rather than diagnosis SFY 13 Tactic Create global communication plan integrated with workforce communication plan Analyze needs assessment and budget allocation methodology with respect to creating a common core for standardization across LTSS Streamline, eligibility, payment, service availability, cost caps, age requirements or gaps Analyze impact of consolidating existing personal assistance services into a Community First Choice State Plan amendment Study the impact of a consolidated waiver for adult individuals who are aging or adults with physical disabilities and analyze cost implications SFY 13 Budget $300,000 MFP TA SFY 14 Tactic Continue communication plan Develop tools to educate public regarding HCBS, employment, spousal assessment, etc. SFY 14 Budget Web budget/wf budget Select a common core tool and $300,000 methodology and develop for use in Connecticut s LTSS Assess feasibility of $1,000,000 incorporating needs assessment tool with EMS, MSIS or other common platforms Conduct impact analysis of Community First Choice option and if indicators support implementation: Develop State Plan Revenue amendment adding projection Community First Choice Option Implement Community First Choice Option utilizing standard common core assessment tool for all populations $50,000 Provide tools and training on common core assessment tool SFY 15 Tactic SFY 15 Budget Continue communication plan Web budget/wf budget If applicable, modify common core assessment tool across all LTSS and budget methodology based on experience with Community First Choice implementation Provide training on new common core tool Continue integration on to common platform $25,000 $1,000,000 Department of Social Services 24

75 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic SFY 14 Budget SFY 15 Tactic SFY 15 Budget Close service gaps and improve Undertake comprehensive review $100,000 Continue comprehensive review in $100,000 Continue to evaluate UConn $100,000 existing services or identify new of all closed MFP cases to partnership with UConn; use SFY reports and integrate findings services to better serve the needs of all understand reasons for closure 2013 report to inform waiver and into LTSS system populations and what solutions can be implemented to reduce the frequency of case closure $125,000 State Plan changes Conduct impact analysis of a 1915(i) amendment to fund supports for Supportive Housing and for qualifying rest homes Revenue Analyze and report on raising NF levels of care (eliminating ICF) Rev and replacing with 1915(i) $100,000 Design, implement, and evaluate peer support model as MFP Demonstration $250,000 Design, implement and evaluate improved respite and other supports for informal caregivers $25,000 under MFP Implement outreach for adult family homes and independent support broker to build provider networks $250,000 Design, implement and evaluate alcohol substance abuse Design and implement adult family home model and independent support broker design/fund outreach strategy to build provider networks Simplify home modification process Integrate employment into MFP demonstration under MFP and HCBS If applicable, evaluate 1915(i) implementation and modify if necessary Modify LOC based on report Expand peer support to entire system based on evaluation Continue to demonstrate respite and other supports to informal caregivers and publish findings Evaluate and modify outreach developing adult family homes continue to build network Design, implement and evaluate alcohol substance abuse demonstration under MFP $100,000 $250,000 $25,000 $250,000 Create mechanisms to ensure quality Establish quality improvement Align Establish a seamless quality Continue quality improvement Department of Social Services 25

76 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget in the care provided through HCBS committee to ensure sound existing improvement strategy across discovery and remediation discovery and remediation resources waivers, MFP and State Plan Increase ability of LTC techniques and to identify and fix to assign HCBS including adult family homes Ombudsman to review issues quickly within the FTE to QA Develop strategies to assure homecare community. conflict-free case management Promote conflict-free case management Build, improve quality of provider networks aligned with the principles of person centered planning Continue education to providers regarding informed risk Cross train HCBS waiver providers Improve medication administration regulation and training Develop nurse leadership institute for the sharing of best practices in person-centered care and nurse delegation Explore grants to HH for participation in Nurse Delegation Evaluation Provide training to certify staff in med admin Evaluate nurse delegation model Ensure disaster preparedness, establish partnerships to meet individual needs in emergency situations/circumstances $25,000 $5,000 $20,000 50,000 $40,000 $50,000 SFY 14 Tactic Continue education to providers regarding informed risk Continue cross training waiver providers Continue education and outreach to home health agencies and support of nurse leadership institute Explore grants to HH for participation in Nurse Delegation Evaluation Expand network of medication certification trainers and certify additional staff Continue evaluation of nurse delegation Explore legislation to allow for reduced liability to agencies who may be caring for individuals with significant support needs and who seek to undertake some informed risk beyond the care typically SFY 14 Budget $25,000 $10,000 $15,000 $50,000 $80,000 $100,000 SFY 15 Tactic Continue education to providers regarding informed risk Continue cross training waiver providers Continue education and outreach to home health agencies and support of nurse leadership institute; Explore grants to HH for participation in Nurse Delegation Evaluation Expand network of medication certification trainers and certify additional staff Continue evaluation of nurse delegation SFY 15 Budget $25,000 $10,000 $15,000 $50,000 $80,000 $100,000 Department of Social Services 26

77 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic provided by the agency Explore legislation to support home health agency nurses training PCAs Ensure quality of care through independent evaluation of providers SFY 14 Budget SFY 15 Tactic SFY 15 Budget Workforce Strategies and Tactics SFY 2014 and 2015 Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic Continuously promote workforce Create statewide inventory of the MFP TA Prioritize and promote promising Included in Prioritize and promote promising Included in initiatives that are proven to support existing workforce needs, current practices across the state website practices across the state website consumer choice, self direction and activities, future demand and development development quality while enhancing recruitment, national and local initiatives that budget budget retention, productivity and training of the paid and unpaid direct care workforce. show promise and scalability. Track national policy and practice trends to ensure Connecticut s workforce development strategy is synergistic with responsible national goals. Promote model re-training programs that allow the existing pool of institutionally-based paid direct care workers to be trained to $175,000 Create Connecticut report card regarding direct care workforce strategies Promote model re-training programs that allow the existing pool of institutionally-based paid direct care workers to be trained to SFY 14 Budget $175,000 SFY 15 Tactic Continue Connecticut report card regarding direct care workforce strategies Promote model re-training programs that allow the existing pool of institutionally-based paid direct care workers to be trained SFY 15 Budget $175,000 Department of Social Services 27

78 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic provide services and supports in the community. Seek to include research and development of technology in new jobs creation and various business initiatives promoted by the Governor. The development and use of technology is proven to increase productivity of the direct care worker as well as increase the independence of the consumer. Identify similarities between the paid workforce and unpaid caregivers and coordinate development initiatives to leverage resources and avoid overlap. Inform the work of the Personal Care Attendant Quality Home Care Workforce Council SFY 13 Budget SFY 14 Tactic provide services and supports in the community. Continue to include research and development of technology in new jobs creation and various business initiatives promoted by the Governor Continue to coordinate development of initiatives related to paid and unpaid caregivers Inform the work of the Personal Care Attendant Quality Home Care Workforce Council Identify employer/employee training models in a variety of community-based workplace settings, including self-directed employment arrangements and informal caregiving training models. SFY 14 Budget SFY 15 Tactic to provide services and supports in the community. Continue to include research and development of technology in new jobs creation and various business initiatives promoted by the Governor Continue to coordinate development of initiatives related to paid and unpaid caregivers Inform the work of the Personal Care Attendant Quality Home Care Workforce Council Prioritize and promote identified employer/employee training models in a variety of community-based workplace settings, including self-directed employment arrangements and informal caregiving training models. SFY 15 Budget Department of Social Services 28

79 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic Orient workforce leaders to the demand and the guiding principles for LTSS in Connecticut. Partner with state and local workforce systems such as workforce investment boards (WIB s) and Connect-Ability to align recruitment and training efforts towards the demand for community-based direct care workers. Inform and assist existing statutorily and gubernatorial mandated working groups that are committed to health care reform of the need and conditions of the direct care workforce and unpaid caregivers. Create and endorse a common set of core competencies with emphasis on communication, relational skills, and understanding risk that helps paid and unpaid workers deliver person-centered care. These core competencies should enhance consumer selfdirection and should be careful not to infringe on the right of the consumer to train and direct their care. Identify additional competencies and advanced competencies SFY 13 Budget SFY 14 Tactic Orient workforce leaders to the demand and the guiding principles for LTSS in Connecticut. SFY 14 Budget SFY 15 Tactic SFY 15 Budget Increase synergy with Connecticut s workforce system and support their efforts to create a pipeline of direct care workers with opportunities for career ladders to health and human/social services professions Identify priority recruitment and training goals and incorporate into workforce communication plan Assure MFP representation on key workforce councils and committees Integrate competencies within LTSS system Orient workforce leaders to the demand and the guiding principles for LTSS in Connecticut Identify priority recruitment and training goals and incorporate into workforce communication plan Assure MFP representation on key workforce councils and committees Strengthen QA systems to assure compliance with competencies Included in website development budget Department of Social Services 29

80 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget needed to create clearer career pathways in health and human/social service professions Collaborate with the community college system to design directservice curricula using a foundation of person-centered care. $25,000 Foster training or re-training programs at multiple venues including community colleges, employers, and private/public partnerships. SFY 14 Tactic Assure curricula for direct workforce is consistent with person-centered planning; Prioritize and promote training or re-training needs and support development at community colleges Increase and streamline ability to hire family members as paid caregivers SFY 14 Budget SFY 15 Tactic Prioritize and promote training or re-training needs and support development at community colleges SFY 15 Budget variations across state identification, analysis and SFY 2014 report and advance departmental practices, policies cataloging of SFY 2013 tactics implementation and regulations that affect paid including recommendations for and unpaid direct care workers. change in procedure, policy or Identify, analyze and catalog practice in SFY 2015; systemic similarities and Identify key leverage points for differences among state agencies change based on the report with regards to wages of direct Department of Social Services 30

81 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic care workers, make recommendations to produce more equity. Identify, analyze and catalog systemic similarities and differences among state agencies in the handling of workers compensation and unemployment claims, make recommendations to produce more equity. Identify, analyze and catalog systemic similarities and differences among state agencies in their policies and procedures related to use of assistive technology in care planning, make recommendations to produce more equity. SFY 13 Budget SFY 14 Tactic SFY 14 Budget SFY 15 Tactic SFY 15 Budget Raise awareness of the importance and value of the direct care worker and unpaid caregiver. Create workforce communication plan Increase connectivity, networking, and training among both paid and unpaid caregivers. Increase awareness of support programs available to unpaid caregivers. $350,000 Continue workforce $150,000 Continue workforce $150,000 communication plan phase 2 communication plan phase 3; Develop a local repository or clearinghouse that provides opportunities for linkages at a local level and allows consumers to identify providers of services and supports with website Research and identify national best practice models that address wages and benefits. Promote flexibility in workplace Publish report on national best practice models that address wages and benefits; Promote flexibility in workplace Department of Social Services 31

82 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic employment policies and practices to accommodate the circumstances of unpaid family caregivers SFY 14 Budget SFY 15 Tactic employment policies and practices to accommodate unpaid family caregivers SFY 15 Budget Department of Social Services 32

83 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Housing and Transportation Strategies and Tactics SFY Strategy SFY 13 Tactic SFY 13 Budget Foster partnership and cross-agency Establish a strategic partnership collaboration between agencies between DSS, the new focused on housing and transportation Department of Housing, Connecticut Housing Finance Authority (CHFA), Department of Economic and Community Development (DECD), Department of Transportation (DOT) and the U.S. Housing and Urban Development (HUD) FTE MFP Establish a housing and Staff transportation unit to specifically build relationships with partners in order to increase available units and resources for housing and transportation Leverage new relationships to access additional housing vouchers via grants and identify project-based housing units that are currently vacant for housing of transitional clients SFY 14 Tactic Foster collaboration with DOT to establish different guidelines for caregivers providing transportation with a goal of increasing pay Inform and assist existing statutorily and gubernatorial mandated working groups that are committed to housing plus supports SFY 14 Budget SFY 15 Tactic Inform and assist existing statutorily and gubernatorial mandated working groups that are committed to housing plus supports Provide natural supports and Analyze additional means to (Analysis Provide competitive low cost loans $2,000,000 Provide competitive low cost $2,000,000 caregivers with transportation and establish how home sharing could taking to finance adult family homes or to loans to finance adult family housing assistance assist family and caregivers with place convert rest homes to adult family homes or to convert rest homes respite under homes to adult family homes Adult SFY 15 Budget Department of Social Services 33

84 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget Family Home Model under HCBS strategy) SFY 14 Tactic Establish coalitions for community transportation to assist with ride shares Explore the use of Zip car-like rental services, school buses or NEMT transportation brokers, transportation rate and network available as a service under HCBS Develop more opportunities to utilize the Section 202 housing program to reduce housing shortage SFY 14 Budget SFY 15 Tactic SFY 15 Budget Improve financing dollars for housing. Provide funding for accessibility modifications supporting both MFP and accessibility for adult family homes $1,000,000 Establish new bonding dollars for affordable housing and, to the extent permissible under the funding stream, to allow NFs to modernize and introduce culture change and for capital improvements/conversions (e.g., more home-like environments, more common space, designs for more space and environmental efficiencies) Provide funding for accessibility modifications supporting both MFP and accessibility for adult family homes $1,000,000 Provide funding for accessibility modifications supporting both MFP and accessibility for adult family homes $1,000,000 Department of Social Services 34

85 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Hospital/ Nursing Home Discharge Strategies and Tactics SFY Strategy Convene a statewide Person-Centered Community Care Collaborative, focused on the development and dissemination of educational tools and materials and promotion of the State s right-sizing strategy through support of the cultural change necessary with the State s health care professional community, with a special emphasis on the integration of services and supports for both physical health and behavioral health issues. SFY 13 Tactic Devise and implement a global communication plan raising awareness of LTSS options Communicate progress on rebalancing efforts through statewide event Develop Single Point of Entry and web-based resource for discharge planners Develop strategies to promote electronic health records in LTSS settings (NF and HCBS). Build greater synergies between the various state, regional and city organizations that all have a role in promoting LTSS and HCBS options by hosting town meetings SFY 13 Budget $ $30,000 $275,000 SFY 14 Tactic Promote global communication Communicate progress on rebalancing efforts through statewide event Continue phase 2 of website Continue to build greater synergies between the various state, regional and city organizations that all have a role in promoting LTSS and HCBS options by hosting town meetings SFY 14 Budget $250,000 $30,000 $500,000 $25,000 SFY 15 Tactic Promote global communication Communicate progress on rebalancing efforts through statewide event Continue phase 3 of website Continue to build greater synergies between the various state, regional and city organizations that all have a role in promoting LTSS and HCBS options by hosting town meetings Develop and implement standards in Improve collaboration to develop Design, develop and implement $25,000 Transition of Care in coordination with more definitive handoffs between training for transitions of care other health care initiatives hospitals, community resources, and other services and settings Build on work currently underway relating to the transition model of care as well as develop a cohesive approach that encompasses SFY 15 Budget $250,000 $30,000 $250,000 $25,000 Department of Social Services 35

86 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic various State initiatives currently underway such as the Integrated Care Demonstration for dual eligibles Improve process for LTSS eligibility Inform DSS LEAN process Continue SFY 2013 activities Continue SFY 2014 activities Create and participate in national Pilot new process for expedited task force Research and report recommendations on 5 year lookback options look-back with MFP unit and select regional units and produce costbenefit analysis to inform broader systemic change; Explore underwriting risk of Provide staff training expedited look-back process Provide incentives to local service compared to cost of existing providers serving as single entry process; points to submit complete Medicaid Work to create and implement a applications streamlined process for 5 year look-back statewide SFY 14 Budget SFY 15 Tactic SFY 15 Budget Provide transitional and community Partner with local organizations to Partner with local organizations to Partner with local organizations services and supports through MFP to provide transitional services to provide transitional services to to provide transitional services to persons who are institutionalized persons who are institutionalized; persons who are institutionalized; persons who are Determine core competencies and Determine core competencies and institutionalized; educate transition coordinators; educate transition coordinators; Determine core competencies $100,000 $100,000 Provide performance outcome Provide performance outcome and educate transition payments; payments; coordinators; Continually improve housing plus Continually improve housing plus Provide performance outcome $100,000 supports model supports model payments; Increase capacity to transition $195,336 Continue implementation of MFP $6,478,747 Continually improve housing plus persons under 65 by hiring 3 CCT Demonstration supports model $6,518,715 social workers $6,710,375 Continue implementation of MFP Department of Social Services 36

87 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic SFY 14 Budget SFY 15 Tactic Continue implementation of MFP Demonstration Demonstration SFY 15 Budget Department of Social Services 37

88 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Nursing Facility Diversification and Modernization Strategies and Tactics Strategy SFY 13 Tactic SFY 13 Budget SFY 14 Tactic SFY 14 Budget SFY 15 Tactic SFY 15 Budget Develop NF services to include Review the impact of expanding transitional programs that support the Medicaid- and Medicare-covered movement of individuals from a variety therapies to support rehabilitation of care settings back into the and training for community living community (e.g., occupational therapy, etc.) Create additional transitional training programs within NFs (including possible transitional units), including training and support for caregivers, alcohol and substance abuse, independent living skills and pre employment skills Revise NF licensure and regulatory requirements to allow for transitional programs and new levels of care (LOCs) Develop rates for transitional services as pre-discharge community service Establish authorization process for services and individual plan requirements Redefine the CON process for determining how NF space can be used for non-nf services, including de-licensure, so that it Review SFY 2013 tactics and revise as necessary; Modify receivership legislation to integrate MFP informed choice process; Review SFY 2014 tactics and revise as necessary Department of Social Services 38

89 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic supports transitional services Coordinate with other integrated care and home health initiatives SFY 13 Budget SFY 14 Tactic SFY 14 Budget SFY 15 Tactic SFY 15 Budget Transform NFs into continuing care Reissue business plans and RFP providers that allow individuals to financial projections, such as $13,000,000 receive a continuum of services from those supporting financing the same entity arrangements, debentures and investor communication (i.e. annual reports, board meetings, etc.) Develop capacity to provide community-based services through NFs, including but not limited to therapies, home health, personal care, home-delivered meals, hospice (facility and home), respite, memory impairment, transportation, concierge, adult day, assisted living, etc. Development of community space at NFs Redefine the CON process for determining how NF space can be used for non-nf services, including de-licensure, so that it supports community services Develop RFP for nursing facilities interested in diversifying to provide community supports as identified in town level data maps Review implementation of SFY RFP Review implementation of SFY RFP 2013 tactics, revise as necessary; $15,760, tactics, revise as necessary; $15,760,000 Develop RFP for funding of ($10M in Review statutes and recommend ($10M in additional proposals from nursing bonds) changes aligned with advancing bonds) homes; the strategic plan Review statutes and recommend changes aligned with advancing the strategic plan; Explore close-out rate for nursing homes Department of Social Services 39

90 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Strategy SFY 13 Tactic Develop prioritization for awards based on NF quality, unneeded institutional beds and need for additional community services and supports at a town level Analyze local supply and demand trends and produce 6 month updates SFY 13 Budget $50,000 SFY 14 Tactic Analyze local supply and demand trends and produce 6 month updates SFY 14 Budget SFY 15 Tactic $100,000 Analyze local supply and demand trends and produce 6 month updates SFY 15 Budget $100,000 Department of Social Services 40

91 LONG-TERM CARE RIGHT-SIZING STRATEGIC PLAN DRAFT Appendix B Report from the Long-Term Care Right-Sizing Strategic Planning Retreat: Participant Strategies to Address Long- Term Care Rebalancing Efforts State of Connecticut April 16, 2012 Department of Social Services 41

92 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT: PARTICIPANT STRATEGIES TO ADDRESS LONG-TERM CARE REBALANCING EFFORTS STATE OF CONNECTICUT APRIL 16, 2012

93 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT STATE OF CONNECTICUT CONTENTS 1. Introduction Utilization and cost-projection model for Medicaid long-term services and supports Strategies for right-sizing... 7 Home- and community-based service options... 7 Overview... 7 Strategies... 8 Challenges to success Other strategies Workforce Overview Strategies Challenges to success Other strategies Housing and transportation Overview Strategies Challenges to success Other strategies Hospital discharges Overview Strategies Challenges to success Nursing facility diversification and modernization Overview i MERCER

94 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT STATE OF CONNECTICUT Strategies Challenges to success Other strategies Money Follows the Person grants Overview Strategies Guiding principles and evaluation criteria Data Challenges to success Conclusions Appendix A: Appendix B: Appendix C: Statutory Authority List of Attendees Formal Comments MERCER ii

95 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT STATE OF CONNECTICUT 1 Introduction The State of Connecticut (State) is committed to creating a more efficient and effective long-term support and service system aligned with the principles of choice, autonomy and dignity. The envisioned system will allow Medicaid recipients who need long-term services and supports (LTSS) to choose whether they want to receive these services in a nursing facility (NF) or in a community setting. When asked whether or not an individual would prefer to receive services in a NF or in their home in the community, the vast majority of individuals indicated that they prefer to remain in their homes. The State also acknowledges that over the next several years the number of people who need LTSS will increase dramatically due to the aging population. In order to attain the vision of enhanced qualify of life and increased choice for individuals within their own communities, the concept of a town-based LTSS continuum was developed. Honoring the autonomy of the towns within Connecticut, the State supports a town-based approach to LTSS continuums that will provide choices apart from independent living in the community, ranging from various types of assisted living settings to care provided in a nursing facility; these options will support a seamless transition from hospital to short-term rehabilitation and back into the community. These continuums will be based on the preferences of the people they are designed to serve. The trend toward receiving LTSS in the community, combined with the aging population, will cause a rapid growth of the need for community-based LTSS over the next ten to fifteen years. A change of this magnitude requires careful planning and collaboration between State, local and private entities. The Right-sizing Initiative was developed to accomplish this. Data from various sources will be incorporated into the State s utilization and cost projection model described in Section 2 of this report. Updated on a quarterly basis, this model will be used to project supply and demand for LTSS at a town level. More specifically, it will identify areas of the state where there is an excess of NF beds and areas where there may not be enough beds, and areas where transitional programs and additional community LTSS are needed. The model will extrapolate trends within towns at a sufficient level of detail so that supply and demand of specific services such as personal care attendants, transportation or housing will be readily identifiable. Based on the principle of choice, the model assumes that barriers preventing choice in where Medicaid recipients receive LTSS are removed. It will serve as an important tool guiding decisions regarding investments in LTSS moving forward. MERCER 1

96 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT STATE OF CONNECTICUT According to the US Administration on Aging s Profile of Older Americans 1, the number of people age 65 and older is expected to grow to 19.3% of the population by 2030, marking a significant growth as a portion of the population nationally. This trend is evident in the Connecticut, where projections indicate a 40% growth in individuals age 65 and older between 2010 and Notably, in the November 2011 report entitled 90+ in the United States: , Connecticut ranked second among States with the highest percentage of the population Aged 90 and Over of Aged 65 and Over: The report also notes that research shows that age is positively associated with the presence of physical difficulty, and the oldest have the highest levels of physical and cognitive disability. By 2025, demand for LTSS is expected for more than 64,000 individuals in Connecticut an increase of more than 24,000 individuals over current levels. 4 The following graph displays the projected growth of the total demand for long-term care (LTC) services in Connecticut as well as the expected change in the mix between home- and community-based services (HCBS) and NF services. While the demand for LTC services is expected to grow to close to 64,000 users in 2025, the mix between HCBS and NF services is expected to move from the current HCBS/NF mix of 53%/47% to 83%/17% in Changes in the HCBS/NF mix are largely attributed to interventions funded by the State s Money Follows the Person (MFP) rebalancing demonstration. Interventions are designed to eliminate barriers which prevent choice in where users receive their LTSS. 1 US Administration on Aging. A Profile of Older Americans: 2010 (updated February 25, 2011). 2 Connecticut Long Term Care Planning Committee, Long Term Care Plan: A Report to the General Assembly, January 2010, page 42, table 5. 3 Wan He and Mark N. Muenchrath, US Census Bureau, American Community Survey Reports, ACS-17, 90+ in the United States: , US Government Printing Office, Washington, DC, Jaramillo, Ernest ASA, MAAA, MBA; Medicaid Long Term Care Services and Supports Utilization and Cost Projection Model, State of Connecticut Department of Social Services. November 30, Ibid. MERCER 2

97 REPORT FROM THE LONG-TERM CARE RIGHT-SIZING STRATEGIC PLANNING RETREAT STATE OF CONNECTICUT To structure a service delivery system to meet the anticipated needs for LTSS and improve person-centered care systems for individuals with disabilities and aging individuals Connecticut has embarked on a LTC Right-sizing Initiative to identify system strengths and strategies to ensure the availability and service arrays preferred by and necessary to support the current and future users of LTC in the State. In partnership with individuals who are aging, individuals with disabilities, their families, community and institutional LTSS providers, advocates and other stakeholders, Connecticut seeks to align the supply of LTSS within the system with the anticipated demand for increased home- and community-based options. Connecticut recognizes that this effort has broad implications for individuals MERCER 3